Pharma Archives

The Ask:

A global pharmaceutical company was looking to setup a Project Management Office (PMO) to support their external manufacturing business.

Scale:

Dashboard developed for live, up to date clarity on project status
Portfolio metrics, clarity on project status & reduced project report meetings
Standardised project tool kit developed for each phase of the project lifecycle
Budget management and reporting process developed
Portfolio governance board & Business Unit forums setup
Roles and responsibilities developed across the project lifecycle
PMO governance policies developed
Project managers trained to the same standard and ongoing PM support installed
Project portfolio reporting capability – Quarterly reports submitted to the executive team
Guideline documents and templates developed for each phase of the project lifecycle
Clarity for internal management on resource utilisation and approval

Extremely large and growing project portfolio
No definitive source of transparency on the capital investment & resource demands
No executive view for portfolio status
Highly diverse range of projects:
- Extremely large and growing
- Complex technical transfers
- New market introductions
- Equipment and facility upgrades
- Business continuity projects
Project managers experience and training varied greatly
No effective budget tracking/reporting against projects
Key internal processes such as technical transfers not mapped to the project lifecycle

Develop a standardised tool kit to support the project requirements
Develop a reporting structure to facilitate clear project status reporting
Roll out project management training to the internal team and across the divisions
Setup portfolio governance – Decision making and prioritisation forums
Minimise the amount of direct reporting required
Establish appropriate project portfolio metrics to support management
Develop resource management capability