The document outlines a project charter for value-driven project and portfolio management in the pharmaceutical industry, focusing on enhancing efficiency and aligning projects with strategic goals amidst rising healthcare costs. It details the project's objectives, key stakeholder roles, success criteria, risks, and an overview of the budget needed for implementation. The charter serves as a guideline to transition to a value-based portfolio management system via structured decision-making and project evaluation processes.

1. Customer
logo here
Project Name: Project Charter
Company
logo here
Project Name:
Value Driven Project and Portfolio Management in the
Pharmaceutical Industry
Project Charter
Project:
Value Driven Project and Portfolio Management in the
Pharmaceutical Industry
Title:
Project Charter
Document number:

2. Version
0.1
Document status:
Final
Author:
Chellyn Jones
Responsible:
Date created:
14/08/2021
Protection class:
"For internal use only"
Document history
Version
Date
Author
Comment/Change
0.1
10/08/2021
Draft

3. 14/08/2021
Final
Page
1Background/Project purpose or justification4
2Goals5
2.1Goals
2.2Scheduling goals/milestones
3Project product description6
4Delivery units7
4.1Delivery units/services
5Project success criteria8
6High-level risks9
7Key stakeholders10
8Assumptions, restrictions and external dependencies11
9Responsibility of the customer12
9.1Tasks
9.2Resources and staffing
10Project category13
11Project budget (overview)14
12Project startup15
13Project end16
13.1Signatures for release
Annex17
A.Glossary and abbreviations17
B.References, accompanying documents
1.
Background/Project Purpose or Justification
Pharmaceuticals' perspective has shifted as a result of the rising

4. healthcare expenses that are currently affecting everyone, and
pharmaceuticals are focusing on the generation of value in
research and development. Value-driven portfolio management
is a term that has long been associated with the financial sector
but has recently gained popularity in the pharmaceutical
industry. The notion of value-driven portfolio management
focuses on connecting a company's strategic goals and
objectives with resource allocation. A corporation can raise the
value of pharmaceuticals while also lowering healthcare
expenses by focusing on studying the risks and effects.
The project's purpose is to create a value-driven project for the
pharmaceutical company by following a set of decision-making
stages. The steps will include developing a targeted product
profile, defining a timeframe, developing a budget that is
consistent with the goal product profile, and ultimately
developing a stage gate decision-making system.
2. Goals
This section addresses the goals of the project which indicate
what the project intends to achieve and the milestones related to
the goals established.
a. Goals
Goal
Description
Efficiency
Efficiency in the drug development process will mean that
pharmaceuticals develop drugs through maximum utilization of
the resources and ensuring that the waste products from the
process are as minimal as possible.
Strategic alignment
The goal is to come up with projects that are aligned with
financial and strategic goals of pharmaceuticals.

5. b. Scheduling Goals/Milestones
Schedule
Description
Phase 1
· Defining the scope and the budgets for the projects
· Developing the goals of the project.
· Evaluation of the potential risks
Phase 2
· Coming up with the key performance indicators
· Tracking performance.
· Appraisal of performance.
3. Project Product Description
The pharmaceutical company will have a framework at the end
of the project to enable them improve their portfolio by
transitioning to a value-based portfolio in the early stages of
drug development. This will entail a number of steps, including
refining development process techniques, developing a stage
gate decision-making method, and aligning MPP and TPP
criteria. This will be accomplished by establishing a multi -
person portfolio and a project review board that will establish
research requirements, stop/go criteria to be utilized for
ongoing projects, understanding of capacity requirements for
various initiatives, and assisting in the evaluation of
development. All the projects which are in the POC stage will
be subject to stage gated decisions which will be both
quantitative and qualitative. The research portfolios shall be
evaluated on the basis of the value, timing, cost, risks involved
and the strategic fit.
4. Delivery Units
a. Delivery Units/Services

6. Delivery Unit
Description/Comment
Target Product Portfolio
A definition of the product profile template that is made up of
the targeted categories which align with the company goals that
are related to R& D, and marketing.
Stop/go decisions
Definition of the minimum product profile which creates a
minimum threshold which is the basis of the stop/go decisions.
Project Evaluation
Establish a review board for project and research portfolios.
The board will include senior managers from different
departments and will be monitored by CEO.
Definition of TPPs
Definitions of the TPPs for the discovery research.
Scoring method
Coming up with a scoring method that encompasses the value of
project, costs involved, the time to market and the risks
involved in the process of project evaluation.
Capacity management system
Development of a system which encompasses input from all the
project and functional managers.
5. Project Success Criteria
Project Success Criteria
Getting new drugs with the desired value.
Decision making process involves all stakeholders
The financial goals and aims are met.
There is use of decision trees with stages for an effective
development process.
Alignment of portfolio with company goals and strategies.

7. 6. High-Level Risks
Risk
Possible Impacts on the Project
Weak MPPs for financial and risk analysis
MPPs which are not well defined and weak will come up with
projects which do not fit in the portfolio or are too far in the
project cycle to be cut.
There is no buy in from senior management
This means that the organization as a whole is not in support of
the portfolio and the impact is that the things remain in status
quo.
Premature project management.
The weak project management office or a new office cannot
support the high level decisions and analysis that is needed for
the current projects.
Undiversification of portfolio
The organizations that do not have a diverse portfolio have no
competitive advantage in the healthcare industry.
TPP does not meet customer needs
All R&D decisions are based on TPP and hence if the TPP does
not meet the customer needs, there will be no sales for the
product and the portfolio will have unsuccessful projects
7. Key Stakeholders
Name
Role

8. CEO
Makes all the strategic decisions concerning what is a fit for the
company.
Shareholders
They are the owners of the company and their desires are given
more priority compared to the other stakeholders.
Head of Research &Development
Communicates to the employees on where the research should
began and bases proposals on the patient needs and emerging
trends.
Functional Managers
Assists with the correct resource allocation for ongoing R&D
projects.
Healthcare Providers
Prescription of drugs to patients.
Customers (patients)
Purchasing and consumption of drugs
8. Assumptions, Restrictions and External Dependencies
A
R
E
Item
R
Resources are not sufficient to create an effective review board
R
The portfolio criteria has to be completed within a short period
of time so that it is used on the ongoing projects.
R

9. Resources which develop board do not get along and that results
in inefficiency
A
Thought process is needed to change from increasing
effectiveness to enhancing process efficiency
A
Company is an established entity in the pharmaceutical industry
E
Portfolios must align with corporate strategy
A
Functional and senior managers are on board with the plan.
A = Assumption
R = Restriction
E = External dependency
9. Responsibility of the Customer
a. Tasks
Task
Comment
Contact
Regulatory agent
Come up with regulatory and market prerequisites for TPP
development.
Marketing Department

10. Customer-Decision maker
Creation of the targeted decision categories TPP
Research and Design Department
Customer representative
Prepare sales forecasts and market research for TPP analysis
Marketing Department
Customer-Financial analyst
Computation of NPVs for current projects to help in decision
tree analysis and also sales forecasts.
Project Managers /Marketing Departments
b. Resources and Staffing
Resources/Staffing
Comment
Contact
Assigning resource responsibilities
Definition of the roles of different stakeholders.
Company management.
Staff schedules
Allocation of shifts and the working hours for employees and
staff in the organization.
HR management.
Benchmarking
Bring together experts to develop benchmarking for the backup
assessments
Senior Managers.
10. Project Category
According to the relevant requirements and experiences in the
company, the project is classified based on the following
predefined features.
Project Category
High

11. Project Categories:
C Projects:
B Projects:
A Projects:
Complexity
Low
Average
High
Risk & Impact on Company
Low
Average
High
Strategic Importance
Low
Average
High
Number of Persons on Project
Generally 5–10
Generally 10–20
Generally > 20
Project Duration
Up to six months
6–12 months
6–24 months
11. Project Budget (Overview)
The financial framework within which the project has to operate
is described here. Depending on the size of the framework, it
may make sense to provide further details for individual parts.
Area
Amount
Labor

12. $360,000
Materials
$190,000
Overheads
$50,000
Totals
$600,000
12. Project Startup
The project is deemed started with the following signatures:
Representative
of Steering Committee
Customer
Project Manager
Signature
Name
Date

13. 13. Project End
Planned Project End:
14/2/2022
a. Signatures for Release
The project manager is released with the signatures provided
here following the project closing phase:
Representative
of Steering Committee
Customer
Project Manager
Signature
Name
Date
Annex
I. Glossary and Abbreviations
Term
Explanation
Total Product Portfolio
Collection of all the products and services that are offered by a

14. company.
Budget
Estimation of costs involved in a project.
Strategy
The way in which an organization desires to achieve objectives
II. References, Accompanying Documents
Reference No.
Title
Doc. No.
1.
Miguel, A., Madria, W., & Polancos, R. (2019, April). Project
management model: Integrating earned schedule, quality, and
risk in earned value management. In 2019 IEEE 6th
International Conference on Industrial Engineering and
Applications (ICIEA) (pp. 622-628). IEEE.
2.
Cha, J., Newman, M., & Winch, G. (2018). Revisiting the
project management knowledge framework: Rebalancing the
framework to include transformation projects. International
Journal of Managing Projects in Business.

15. File name: Project Charter.docx Page 4 of 19
Print date 05.05.16
QSO 680 Milestone Two Guidelines and Rubric
Overview: For the final project in the course, you will analyze
the case study Value-Driven Project and Portfolio Management
in the Pharmaceutical Industry and
additional course resources to create a program performance
report for a hypothetical organization. The completion of this
assessment will allow you to
demonstrate your knowledge of program-level management and
your ability to develop key executive reporting following
standard frameworks.
There are two parts to this milestone. In the first part, you will
create a project scope statement. In the second part, you will set
up your project using MS Project
software and create a work breakdown structure (WBS).
Prompt I: Thus far in the course, you have completed a case
study overview and a project charter. In this milestone, you will
develop a project scope statement

16. using the template provided. A data set for this case study has
also been provided for your benefit.
Your project scope statement should include the following
critical elements:
I. Introduction: A concise overview of the project.
II. Purpose and Justification: How does the project support
business goals and objectives?
III. Scope Description: All known characteristics of the
project’s product or service.
IV. High-Level Requirements: All known requirements of the
project’s product or service.
V. Boundaries: What should and should not be included in the
project?
VI. Strategy: Strategy to be used by the project team to manage
the project.
VII. Acceptance Criteria: Criteria that must be met for the
project to be considered “complete.”
VIII. Constraints: Limitations due to time, budget, technology,
or other resources.
IX. Assumptions: Assumptions under which all stakeholders are
making decisions.
X. Cost Estimate: Estimate of funding needed to successful ly
complete the project.
XI. Cost/Benefit Analysis: Analysis of organizational costs
versus organizational benefits.
Prompt II: Once you completed your scope statement, you will
set up your project using MS Project software. As you do this,
you will be creating a WBS. In your

17. WBS, you will identify what tasks need to be developed and the
relationship among the tasks. This WBS will be used in
planning your project. There is no need to
go any further than a Level 3 in creating your WBS.
As part of the MS Project assignment, include project
milestones and create relationships with all tasks with a start-
to-finish dependency; create a project start
time and document any assumptions you make in the task note
field. If you choose to use it, a MS Project file has been created
for your benefit. You can start
with this and modify it as necessary, or you can create your own
project using the software.
http://search.proquest.com.ezproxy.snhu.edu/docview/23291266
2?pq-origsite=summon&accountid=3783
http://snhu-
media.snhu.edu/files/course_repository/graduate/qso/qso680/qso
680_project_scope_statement_template.docx
http://snhu-
media.snhu.edu/files/course_repository/graduate/qso/qso680/qso
680_final_project_case_study_data_set.xlsx
http://snhu-
media.snhu.edu/files/course_repository/graduate/qso/qso680/qso
680_ms_project_template.mpp
As needed, use the following Atomic Learning tutorials to help
you set up your project using MS Project software:
Infobase: Project 2016 Training
B. Set up Your Project (2016)
C. Tasks (2016)

18. Your MS Project file should be a WBS that includes the
following critical elements:
I. Project milestones
II. Relationship of tasks to one another
III. Notes in the task note field as necessary
Save your file with a unique file name for submission.
Rubric
Guidelines for Submission: Your project scope statement must
be submitted using the provided project scope statement
template. All citations should be in APA
format. In addition, you will submit an MS Project file (.mpp)
saved with a unique name.
Critical Elements Proficient (100%) Needs Improvement (75%)
Not Evident (0%) Value
Introduction Provides a concise overview of the
project
Provides a concise overview of the
project but overview lacks
organization and pertinent detail
Does not provide a concise overview
of the project
7

19. Purpose and Justification Discusses project purpose,
background, and justification
Discusses project purpose,
background, and justification but
lacks relevant detail
Does not discuss project purpose,
background, and justification
7
Scope Description Describes all known characteristics of
the project’s product or service
Describes some characteristics of the
project’s product or service but
description is incomplete or
inaccurate
Does not describe characteristics of
the project’s product or service
7
High-Level Requirements Describes all known requirements of
the project’s product or service
Describes all known requirements of
the project’s product or service but
description is incomplete or
inaccurate
Does not describe requirements of
the project’s product or service

20. 7
Boundaries Identifies what should and should not
be included in the project
Identifies some of what should and
should not be included in the project
Does not identify what should and
should not be included in the project
7
Strategy Identifies strategy to be used by the
project team to manage the project
Identifies strategy to be used by the
project team to manage the project
but strategy is not a good fit for the
project
Does not identify strategy to be used
by the project team to manage the
project
7
https://www.atomiclearning.com/highed/project-2016?cn=snhu
Acceptance Criteria Explains what criteria must be met for
the project to be considered
“complete”

21. Explains what criteria must be met for
the project to be considered
“complete” but information is
incomplete and/or inaccurate
Does not explain what criteria must
be met for the project to be
considered “complete”
7
Constraints Identifies limitations due to time,
budget, technology, or other
resources
Identifies limitations due to time,
budget, technology, or other
resources but lacks details and certain
information
Does not identify limitations due to
time, budget, technology, or other
resources
7
Assumptions Identifies assumptions on which key
decisions are based
Identifies assumptions on which key
decisions are based but assumption
are illogical and/or irrelevant
Does not identify assumptions on
which key decisions are based

22. 7
Cost Estimate Provides estimate of funding needed
to successfully complete the project
Provides estimate of funding needed
to successfully complete the project
but estimates are illogical based on
facts of case study
Does not provide estimate of funding
needed to successfully complete the
project
7
Cost/Benefit Analysis Analyzes organizational costs versus
organizational benefits
Analyzes organizational costs versus
organizational benefits but analysis
lacks detail and/or logic
Does not analyze organizational costs
versus organizational benefits
7
MS Project: Milestones WBS in MS Project specifies project
milestones
WBS in MS Project specifies some but
not all significant project milestones
WBS in MS Project does not specify
project milestones

23. 7
MS Project: Relationship
of Tasks
WBS in MS Project specifies
relationship among tasks
WBS in MS Project specifies
relationship among tasks but is
inaccurate and/or illogical
WBS in MS Project does not specify
relationship among tasks
7
MS Project: Notes WBS in MS Project utilizes notes
section as deemed necessary by
project
WBS in MS Project utilizes notes
section as deemed necessary by
project but contains gaps of
information
WBS in MS Project does not utilize
notes section as deemed necessary by
project
7
Articulation of Response Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization

24. Submission has major errors related
to citations, grammar, spelling,
syntax, or organization that negatively
impact readability and articulation of
main ideas
Submission has critical errors related
to citations, grammar, spelling,
syntax, or organization that prevent
understanding of ideas
2
Total 100%