Biotechnology organizational project management Part I Write a brief synopsis of the case study. Part II Discuss and answer the following questions: To be

Biotechnology organizational project management Part I Write a brief synopsis of the case study. Part II Discuss and answer the following questions: To be submitted as a numbered Q. & A. 1.From the information provided, what can you determine about the culture of the organization? 2.Explain program management and project management and how were each addressed in this organization? 3.What are your thoughts for applying project management methodologies to a biotech company? 4.What were the challenges? Explain in detail what inevitably transpired during implementing this change to the organization. What are suggestions for how best to introduce change. 5.Why would “key company management” be willing to devote so much time and effort in becoming involved in the project management? Part III Write your own view/perspective of the case study that includes a personal reflection of experiences, opinions, events or other information. . SEGMENT
SPOTLIGHT
BIOTECHNOLOGY
CASE STUDY
SUMMARY
Helping a global biotechnology client retool project
management disciplines
organization-wide, in order
to shorten time-to-market for
new products in an innovation-driven industry.
THE CHALLENGE
With limited project management
training, marginal executive-level engagement and lack of overall organizational involvement, this Cadence client
was struggling to meet new product
delivery goals. In a hyper-competitive
global market driven by product innovation, they needed to ensure that
their product management group­—responsible for getting new products to
market—had high-performing project
management teams armed with the
tools and training necessary to deliver
on time. It was also imperative that
project management disciplines extended to key company management
and involved the overall organization,
beyond just the project teams.
THE SOLUTION
Cadence worked closely with the client
to assemble and execute an extended
multi-year development plan. Cadence
prioritized project management training and tools, but also included targetted training and workshops for
management, as well as extended initiatives to instill project management
disciplines beyond those groups, and
encompass the broader organization.
THE RESULT
The number of innovation-driven
products delivered to the market on
time tripled. Project planning time was
cut in half. Overall ROI increased by 5%.
Cadence’s organizational approach to
project management has kept the client’s project teams, management and
the broader organization focused on
driving innovation to the market, while
staying in sync with product deliverables and market opportunities.
OPM in Action
Organizational Project Management Helps Biotechnology
Client Speed Innovation-Driven Products to Market.
In an industry where innovation in development spans such disparate areas as
health care, technology, food & agriculture and energy, leading biotech companies
need to stay focused on organizational efficiencies. To remain competitive, they
must speed the development of innovative new products and get them to market
while windows of opportunity remain open. After struggling with project management challenges that were hindering their efficiency, a global biotech client looked
to Cadence to get them back on track, to delivering projects and innovation on
time, and to remaining a key biotech player in a competitive industry.
INITIAL ASSESSMENT
In the Initial Assessment review of the
client’s current project management
practices and capabilities, a number
of high-priority issues were identified.
Not only were the client’s project management resources inadequate for the
large number of active projects, but unrealistic project schedules, limited project management training, and a lack of
project management tools were resulting in a majority of projects being delivered late and without the anticipated
project results being realized.
IMPLEMENTATION PLANNING
In their custom Project Management
Guide, Cadence Consultants documented the tools and project management disciplines to be consistently applied to all projects. Access to the guide
was provided via company Intranet.
Cadence’s electronic tools for project
collaboration were implemented, with
training for relevant project managers
and teams.
IMPLEMENTATION PLANNING
Cadence Consultants also assembled
a High-Level Implementation Plan as a
prescriptive approach to incorporating
the appropriate Cadence training and
tools over time.
KEY SUCCESS FACTORS
Cadence consultants focused their
training and ongoing consulting efforts on ensuring client improvement
across a set of key success factors. A
process was put in place to prioritize
projects. Internal Project Management consultants, coaches and internal champions were identified. Project
capacity planning was more tightly
integrated with operational capacity
planning. Resource management and
capacity planning were put in place.
Top executive endorsement and commitment to process development and
implementation was prioritized. The
right people—at all levels of the organization—were trained.
CADENCE OPM APPROACH
Managing Project Management
For Managers Who Have Project
Managers Reporting to Them
Project Management
Program Management
Teaches the Entire Life Cycle
of Project Management
Manage Related Projects
in a Coordinated Way
Executive Briefings
Portfolio Management
Addresses the Executive Role in Three
Domains: Project, Program and Portfolio
Step-By-Step Guide to Managing the
Organization’s Full Project Portfolio
www.CadenceMC.com
Cadence@CadenceMC.com | 800.448.0173
© 2014 Cadence Management Corp.
Cadence Management Corp.
1515 SW Fifth Avenue, Suite 610
Portland, Oregon 97201
CMC-CS-T-LT 01-14

Purchase answer to see full
attachment