PPM TOOLBOX - European Business Conferences Group · Pharma PPM Toolbox „An important and ... Jessica O’Leary Director, Program Management ... • Project Management to the rescue:

George Kirk2016 & 2017 EuropeanPharma PPM Toolbox

„An important and extremely valuable conference. This is the best conference for making new connections with amazing PMs across

our industry.”

“A great forum for sharing best practices + networking

- it felt like the first professional conference

tailored to my role.“

“Well planned and organized. Good flow and variety,

good workshops.Good pub crawl :)”

“The Forum was very well organized. Excellent balance

between information input from inspirational

speakers with networking opportunities.”

Kate Zeghibe2017 US Pharma PPM Toolbox

Carsten Boegh2016 & 2017 EuropeanMedical Devices Forum

Susanne Mergler-Deuschel2015 European Medical

Devices Forum

February 8-9 2018Hyatt Regency Jersey City on the HudsonNew Jersey

www.ebcg.com | [email protected] | +421 2 3220 2202 | REGISTRATION ONLINE

A follow-up to our successful 2017 Pharma PPM Toolbox,this time opening its doors to

Medical Devices project & portfolio managers, too!

PPM TOOLBOX

Attendees can earn up to 11

PDUs with PMI!

Testimonials:

GOLDPARTNERS

PARTNER

We have scheduled more time for discussions

and workshops than for presentations!

That’s how we make sure your questions get

answered.

You choose when you want to listen,

work, eat, network, rest or discuss.

Conferences can be super exhausting – trust us, we know J - so you will be able able to chill out and recharge yourself and your phone anytime you need.

We are not fans of fancy cocktail receptions and we dread small talk. Our afterparty in Hopscotch pub is the exact opposite: 2017 attendees would certainly agree J

INTERACTIVITY & INDEPENDENCE

THREEROOMS,

NON-STOP PROGRAM

„YOU TIME

AWESOMEAFTER-PARTY!

NO TIES & ALL SMILESWe are all about feeling comfortable and we believe in a good balance

of fun and knowledge!

Our recent PPM events

We Love 2010 - now

The Pharma PPM ToolboxMarch 2017, London

Highlights according to attendees:

1. Networking opportunities2. Topic diversity & choice3. Interactivity

The Pharma PPM ToolboxFebruary 2017, Jersey City

Highlights according to attendees:

1. Networking opportunities2. Speaker quality & time to discuss

with presenters3. Venue

The Medical Devices 3PForum October 2016, Berlin

Highlights according to attendees:

1. Campfire sessions2. Speaker selection3. Overall organization & logistics

165 participants 105 participants 101 participants

PPM:

OUR STARS

Richard SonnenblickCEOEnrich

Leigh ShultzAssociate Vice President, Global Project & Alliance ManagementMerck

James HuebnerDirector, Project Management (Oncology)Celldex

Amir KhamsehHead - PMO Surgical Heart Valve Therapy and President PMI - Orange County ChapterEdwards Lifesciences

Jordan SteinDirector, InternationalImmuno-Oncology Network Project ManagementBristol-Myers Squibb

Norbert LeinfellnerVice President, Product Development EngineeringFresenius Medical Care

Jessica O’LearyDirector, Program ManagementSage Therapeutics

Clive-Steven CurranVice President Program Project ManagementFresenius Medical Care

Vik PeckHead of Drug Development ProgramsEupraxia

Janet Meurer OgdenIndependent Consultant, former Senior Director, Program Leader Oncology at Baxalta

Stephane MarzabalIndependent Consultant, former Senior Director, Program Leader Oncology at Baxalta

Karen ZylbermanSenior Director, Global Program Management Marketed Products Group, R&DTakeda

Elizabeth SomersDirector, Global Project and Alliance ManagementMerck

Besaint SahniSenior Program ManagerSteris

Mustafa PoonawalaDirector, Portfolio & ProgramICU Medical

Marion McGlynnExecutive Director, Project ManagementElusys Therapeutics

Kyle WillsGlobal Director, Portfolio ManagementDSM Biomedical

Sanjeev GuptaCEORealization Technologies

Alison ChalkerNeuroscience PMO Therapeutic Area LeaderJanssen

Ralph CeresSenior Director Global Project LeadershipCelgene

Samira LawandeDirector Program Project Management Global Research and DevelopmentFresenius Medical Care

Chris DandreaHead of Project Management Group, Oncology DevelopmentSanofi Genzyme

Lisa PollerSenior Director, Project Management Group Lead OncologyPfizer

Gilbert HausmannDirector, Global Program Management OfficeVarian Medical Systems

Mark ChristopulosSenior Manager - Product PMOVarian Medical Systems

Robin ConradVice President, Regulatory Affairs at Elusys Therapeutics

This could be you

DELEGATES LEADING LIGHTNING TALKS

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This could be you

Expert adviser,chairman and one of our

top rated speakers!

John McGrathProject Management LecturerDublin Institute of Technology

DAY 1 | FEBRUARY 8

WELCOME COFFEE AND REGISTRATION

OPENING REMARKS FROM THE CHAIR & HIGH-SPEED NETWORKING

MORNING COFFEE AND NETWORKING

8 AM

8.45 AM

11 AM

9.00 AM

10 AM

10.30 AM

9.30 AM

KEYNOTE PRESENTATION: Leadership Means Letting Go:What Got You Here Won’t Get You There

No Excuses Portfolio Management

CASE STUDY: How Our Customer Increased Its Resource ProductivityWhile Speeding up Time-To-Market

Building Blocks of a High Performance PMO

• The value of subject matter expertise• People versus process• Creating a culture of curiosity and experimentation• Managing your emotions and bolstering resilience

Many organizations avoid portfolio management altogether because the data and process requirements seem arduous. But these organizations avoid portfolio management at their own peril. In this talk, we’ll provide a roadmap that allows for a more “manageable” approach to portfolio management.

• Start with the data you have available today• Familiarize management with key strategic and operational views

that enable effective portfolio reviews• Add more sophistication as the organization’s data collection and

decision making abilities evolve

• How PPM is a strategic competency that delivers a positive ROI • Developing organisational agility in this new competitive and rapidly changing environment• The competitive advantage of a successful PMO PMO Leadership and Team Dynamics • The skills and competencies required for the next generation of project managers

Richard SonnenblickCEOEnrich

Leigh ShultzAssociate Vice President, Global Project & Alliance ManagementMerck

Stefan NadManaging DirectorEBCG

John McGrathProject Management LecturerDublin Instituteof Technology

Sanjeev GuptaCEORealization Technologies

John McGrathProject Management LecturerDublin Institute of Technology

PRESENTATION ROOM DISCUSSION ROOM 1 DISCUSSION ROOM 2

Change Management as a Strategic Growth Initiative

How Program and Project Management Go Hand in Hand

Managing Stakeholders

• Changing a company from a purely functional operation to a matrix organization

• Aligning processes, practices, and company culture to achieve the best results

• Recruiting, managing performance, and retaining talent as a core strategy

• Diversifying a company’s portfolio to ensure all projects are being addressed with the right priority —designing a synergy

• The difference between programs and projects

• Building a project management strategy that reflects the program strategy

• The all-important connection to the corpo-rate strategy to make sure the right product is delivered

• 20-minute roundtable discussion

• Identification of key stakeholders: you can’t please everyone

• Effective stakeholder engagement under tight timelines

• Managing stakeholder relationships for longer term projects

11.30 AM

12.10 AM

12.50 AM

11.30 AM - 12.00 PM

12.10 PM - 13.30 PM

11:30 AM – 12:00 PM

12.10 PM - 13.30 PM

12.50 PM

1.30 P M LUNCH

CAMPFIRE SESSION: Leadership Means Letting Go: What Got You Here Won’t Get You There

Good and Bad Resource ManagementPractices

• Follow up to today’s Keynote with space for your comments, questions and opinions

• Our observations from 50+ product development organizations

• Lessons you will like to share from your experiences

Short, practical 20 minute talksfollowed by 20 minute long discussion

Moderated Campfire sessions Lightning Talks led by our delegates

Leigh ShultzAssociate Vice President, Global Project & Alliance

ManagementMerck

DAY 1 | FEBRUARY 8

Elizabeth SomersDirector, Global Project and Alliance Management

Merck

Amir KhamsehHead - PMO Surgical Heart Valve Therapy and

President PMI - Orange County ChapterEdwards Lifesciences

Norbert LeinfellnerVice President, Product Development Engineering

Fresenius Medical Care

Sanjeev GuptaCEO

Realization Technologies

LIGHTNING TALK BY OUR DELEGATE& COLLECTIVE PROBLEM-SOLVING

LIGHTNING TALK BY OUR DELEGATE& COLLECTIVE PROBLEM-SOLVING

LIGHTNING TALK BY OUR DELEGATE& COLLECTIVE PROBLEM-SOLVING

TALK LEADER: TBA

TALK LEADER: TBA

TALK LEADER: TBA

PRESENTATION ROOM

2.30 PM - 3.00 PM

2.30 PM - 3.00 PM

3.10 PM - 3.40 PM

3.50 PM

2.30 PM - 3.00 PM

3.10 PM - 3.40 PM

3.50 PM

3.10 PM - 3.40 PM

3.50 PM

TALK LEADER: TBA

TALK LEADER: TBA

TALK LEADER: TBA

4.30 PM DAY 1 WRAP-UP & AFTERPARTY

A Whole New World: Project Management for Established Products

Untangling the Knot Around Alliance Projects

Pharmaceutical Regulatory Monsters under the Bed

Navigating Governance in a Partnership: Are the Players Really Equals and How to Navigate the Potential Imbalance in Representation

Managing drug projects is hard enough. When trying to manage projects involving joint partnerships, the complexity rises exponentially. Project Managers must coordinate and communicate with two sets of stakeholders and senior leaders. Many times the two companies have different cultures and span multiple time zones. Additional complexity includes managing project schedules, resources and costs, multiple layers of communication, joint governance bodies, as well as coordinating document reviews and team meetings. This session will focus on practical tools, tips and technology to assist Project Managers with challenges on alliance teams. We will discuss steps for rapidly establishing communication links between two companies using technology such as SharePoint. How to manage data flow between companies that utilize different systems will also be discussed. Rapidly building trust and eliminating resource constraints between the two organizations is critical for success.

We have seen an evolution of the partnership model toward a joint development approach rather than handing over program to the partner.Decision making process and joint teams operating practices are more than often left to be figured out by team and not addressed in the contracts. In this session we will compare and contrast experiences with two joint development contracts between a large Pharmaceutical company and a small biotech and the key roles played by Program Leaders, PMs and Alliance Managers.

Dealing with Uncertainty & Ambiguity

LIGHTNING TALK BY OUR DELEGATE & COLLECTIVE PROBLEM-SOLVING

LIGHTNING TALK BY OUR DELEGATE & COLLECTIVE PROBLEM-SOLVING

LIGHTNING TALK BY OUR DELEGATE & COLLECTIVE PROBLEM-SOLVING

Moderated Campfire sessions Lightning Talks led by our delegates

DAY 1 | FEBRUARY 8

Jordan SteinDirector, International Immuno-Oncology

Network Project ManagementBristol-Myers Squibb

The Good, the Bad, the Ugly and the Best in Class: Pharma Portfolio Management Case study and discussion

• Through the modeling and analysis of a “prototypical” BioPharma Portfolio the presence or absence of key fundamentals can dramatically impact an organizations ability to deliver therapies to patients in a timely and efficient manner. In this session a spectrum of hypothetical organizations with differing capability levels will be modeled and their portfolio throughput will be compared. Key fundamentals considered were:

• Understanding of Resource Base Capacity, Fungibility and Bottlenecks

• Ability to Prioritize Projects across a Portfolio• Decision making effectiveness for individual Projects• 20-minute roundtable discussion

• Identifying current regulatory threats and opportunities• Influence on product modifications, new developments and

radical innovations• What to look out for when applying for Approval• What to look out for after approval• Scenarios based on real cases

• Established products are an important part of a company’s business strategy and have a significant role in the healthcare of many patients across the world

• Implementing an R&D support model for an established products portfolio

• Role of the Project Manager- shift in mindset and skill set• Project Management to the rescue: case study of an urgent action

response team for an established product

Clive-Steven CurranVice President Program Project Management

Fresenius Medical Care

Chris DandreaHead of Project Management Group, Oncology

DevelopmentSanofi Genzyme

DISCUSSION ROOM 1 DISCUSSION ROOM 2

Karen ZylbermanSenior Director, Global Program Management

Marketed Products Group, R&DTakeda

Stephane MarzabalIndependent Consultant, former Senior Director,

Program Leader Oncology at Baxalta

Short, practical 20 minute talksfollowed by 20 minute long discussion

Robin ConradVice President, Regulatory Affairs at Elusys Therapeutics

DAY 2 | FEBRUARY 9

PRESENTATION ROOM DISCUSSION ROOM PLAYROOM

9.00 AM

9.40 AM

10.20 AM

9.00 - 9.30 AM

9.40 - 10.10 AM

10.20 - 10.50 AM

9.00 AM - 10.10 AM

Utilization of Productivity Analysis to inform Drug Development Decision Making

Make Your Meetings more Successful!

TBA Project Management as a Springboard to Other Pharma Careers – Developing Yourself and Your Staff to Identify the Opportunities and Recognize the Pitfalls

• TBA

Short, practical 20 minute talksfollowed by 20 minute long discussion Moderated Campfire sessions Interactive workshops

for max. 30 attendees

Alison ChalkerNeuroscience PMO Therapeutic Area Leader

Janssen

James HuebnerDirector, Project Management (Oncology)

Celldex

WORKSHOP: Raising Your I-Queue: Using Process Improvements to Reduce Pain and Increase Productivity

PTRS and productivity analysis helps evaluate drug development programs to inform key portfolio and program decisions. - Produc-tivity analysis is a tool that can objectively evaluate programs that may have diverging resource requirements, probability of success and potential value. - An example of how the analysis is conducted and how it can be used in drug development decision making will be reviewed.

Jessica O’LearyDirector, Program Management

Sage Therapeutics

Ralph CeresSenior Director Global Project LeadershipCelgene

Gilbert HausmannDirector, Global Program Management Office

Varian Medical Systems

Mark ChristopulosSenior Manager - Product PMOVarian Medical Systems

Samira LawandeDirector Program Project Management Global

Research and DevelopmentFresenius Medical Care

Leading Change with the Power of ‘Good Enough’

Portfolio Management FollowingRemediation and Acquisitions

• Salient portfolio management principles• Pitfalls to avoid• The benefits of capacity planning• Closing the loop (ensuring value)• Tooling helps – removing excuses

Mustafa PoonawalaDirector, Portfolio & ProgramICU Medical

PRESENTATION ROOM DISCUSSION ROOM PLAYROOM

11 AM

11.40 AM

11 - 11.30 AM 11 - 12.10 PM

11.40 AM

TBA

What Is Distributed Leadershipand Why Should I Care?

Tools and Technology Help Speed to Patient

• TBA

• Does this sound familiar? You have an Executive review of your strategy and plans for the new project coming up in 2 weeks. You get the team together to brainstorm on a clear path forward and clearly articulate the vision. One component is preparing a detailed timeline of when deliverables are expected potential bottlenecks and those activities that are driving completion of the project (critical path). We’ll spend hours and days preparing the schedule in MS Power-Point moving boxes around on a screen to line up the timeline and tasks. Sure there are some add-ins to help reduce the prep time impact, but these still require a lot of manual manipulation. This session will discuss tools and technology to assist in our project and stakeholder management and how to get timelines prepared more efficiently and make them more impactful.

12.20 P M LUNCH

DAY 2 | FEBRUARY 9

Jordan SteinDirector, International Immuno-Oncology Network

Project ManagementBristol-Myers Squibb

James HuebnerDirector, Project Management (Oncology)

Celldex

WORKSHOP: Problem Solving Workshop

This practical workshop is designed to harness and share the knowledge and expertise of workshop participants. Participants will work in teams exploring real-world challenges and collaborate to identify holistic outcomes under tight time constraints. This framework has previously demonstrated repeated success in improving processes, teams, and outcomes in a variety of project and product contexts.

Topics• Gaining buy-in for PM culture in a low PM

maturity environment• Driving change in an organisation• Building consensus in cross functional team• Engaging stakeholders in product

development• Conflict management and consensus

building

John McGrathProject Management Lecturer

Dublin Institute of Technology

When Opportunities Outnumber Resources: Evaluating and Approving Projects When You Know You Can’t Do Everything

• How to assess project ideas for strategic fit and resource requirements

• Determining resource supply and demand• Role of the Portfolio Review & Decision Board• Managing resource allocations/balance after

a “yes” decision• 20-minute roundtable discussion

Kyle WillsGlobal Director, Portfolio Management

DSM Biomedical

Lisa PollerSenior Director Project Management Group Lead

Pfizer

Setting Expectations and the Art of saying No

• Techniques on how to say “no” and manage expectations

• Share common situations where PMs need to manage stakeholder expectations and strategies for success

PRESENTATION ROOM PLAYROOM 1 PLAYROOM 2

1.20 PM

2 PM

2.40 PM

1.20 PM 1.20 PM

DAY 2 | FEBRUARY 9

Short, practical 20 minute talks followedby 20 minute long discussion

Interactive Workshops Interactive Workshops

CASE STUDY: Driving Agile Adoption through Program Management within a Waterfall Development Process

Leading Global Program Teams through Change and Uncertainty: 2 Case Studies

Communicating “Up” Tips for Effective Executive Interactions

Besaint SahniSenior Program Manager, Steris

• Adopting Agile development methodologies strategically while overcoming certain myths such as Agile not being compatible with Quality Management System (QMS) and documentation requirements

• Incorporating Agile within a Waterfall product development process to improve future program and portfolio management

• Realizing the benefits of using Agile in medical device program and project management

• Getting closer to customer needs and delivering a product closer related to customer requirements and is compliant with Quality Management System (QMS) requirements

• A significant vacuum in decision-making and way of operating is inherent during either a company reorganization or an acquisition. This can stall and eventually damage ongoing development programs. It is therefore critical for program leaders and their respective teams to be equipped with some essential tools that will allow them to continue to drive programs forward during these times of change and uncertainty.

• This presentation will discuss 2 case studies that highlight how key methodologies and ways of operating can help program leaders, facing both internal and external changes, navigate their teams through ambiguity and even gain an edge for their respective programs.

• Create a strategy to persuade and influence senior stakeholders• Tailor your message and communication style to the particular

needs of executive management• Plan to deal with unforeseen communications opportunities

and risks

WORKSHOP: Leading Through Transitions WORKSHOP: They Gave Me the B-Team!

• When projects transition (into the company, into the next phase of development, or under the jurisdiction of a different internal funding body), they create unique opportunities, challenges and risks for team leaders, and for those responsible for staffing those teams.

• We’ll discuss the activities and capabilities required during each phase of a transition, from triggering and initial engagement through to normalizing the new team paradigm, and how PMO people managers can anticipate and plan the optimal timing and staffing approach for each case.

• We’ll talk about the leadership behaviors and competencies that drive smooth team transitions, including relationship management, establishing a safe team environment, and leveraging your strengths and those of others.

• Project transitions tend to be governance-intensive times in the life of a team, so we’ll discuss navigating organizational governance, and foundational leadership behaviors for successful governance visits and clear decision making.

• Finally, we’ll hopefully have the opportunity to reflect on other situations in which a transition-focused approach can be applied, from staffing changes, to organizational restructuring, to personal

Few teams deliver on time and stay under budget, and provide a positive experience for the team members. It seems logical that we can all accomplish more if we work well together. However this is one of the hardest things for a team to do. Sometimes the PM may feel that they have been given the “B-Team” and that it is not possible to get this team to be productive. If the PM can learn some tricks to turn this situation around, there is no limit to what the team can accomplish.

Alison ChalkerNeuroscience PMO Therapeutic Area Leader

Janssen

3.20 PM CONFERENCE WRAP-UP

Workshop with role play to help the PMs gain

insight into how they can manage negative behaviors

and build a cohesive and successful team.

Marion McGlynnExecutive Director, Project Management

Elusys Therapeutics

Janet Meurer OgdenIndependent Consultant, former Senior Director,

Program Leader Oncology at Baxalta

Vik PeckHead of Drug Development ProgramsEupraxia

PARTNER

Enrich was born out of a restless desire to help companies do more—to develop more life-saving drugs and devices, and to discover more opportunities for growth. Worldwide and across many industries, R&D-driven firms use the Enrich Analytics Platform to leverage the combined wisdom of the entire organization for every critical investment decision.

At Microsoft, our mission is to enable people and businesses throughout the world to realize their full potential. Enterprise business solutions and software such as Project 2016 help to prioritize investments, manage resources, and gain control across all types of work, from tasks to complex programs. Microsoft Project offers online and on-premise solutions for Project Portfolio Management (PPM) and everyday work, enabling you to execute and achieve strategic priorities. Project helps you plan projects and collaborate with others from virtually anywhere. Built on Office 365, Project provides new choices for teams, departments, and organizations to adopt approaches to PPM.

Project portfolio selection is useless if you can’t deliver projects faster or deliver more projects. The days of blockbusters are over: you need to rapidly create multiple products to maintain and grow revenues. Realization is the pioneer in Project Portfolio Execution for product development. Unlike software that assume static resource allocation, our software uses intelligent algorithms to enable Agile Resource Management. Planned and unplanned tasks get resources when they need them: projects finish faster and more projects get done. We have created more than $5 billion of value for 350+ organizations. Talk to us to get your slice of that.

The Swimlane Timeline is a patented reporting solution developed by Visibility.biz. It helps companies align cross-functional teams around the work ahead during crunch times. It allows targeted conversations around critical path, risk mitigation and workload evaluation. The Swimlane Timeline contributes to critical path acceleration and increases the financial revenue of projects.

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