Session Overview:
Where do you think pharmaceutical project management is heading? Is it shifting away from command and control – if you were ever lucky enough to have achieved that level of influence – or getting more deeply established as a core guarantor of value delivery? What do you think is on the radar for pharmaceutical project management of tomorrow? The old co-led (supposedly), line over project model has failed. The time is past for arcane, power-driven arguments for not adopting practices that have been long established and successful in other high technology R&D sectors. Have you heard people in your organization demand to be shown the ROI on implementing project management? The purpose of this year’s session is to further explore practices that have been long established and successful in other high technology R&D sectors and how they must be adopted by our sector so that we better understand the strategic direction and impacts we face. Project management practices in our industry still vary considerably across sectors, and between (and within) companies. A common paradigm for the industry to follow remains overdue.
Barry-Wehmiller Companies CEO Robert Chapman discusses leadership and achieving principled results with a purpose. He shares that after 30 years as CEO, he has come to understand the importance of leadership. Chapman then provides three examples of how leadership can positively impact people's lives: 1) Inspiring a safety covenant that reduced injuries, 2) A customer service "game" that increased sales and motivation, and 3) Transforming an acquired company from major losses to profits through vision and inspiration. Chapman encourages discovering one's purpose and using leadership to inspire others.
marriott international 2000 Annual Reportfinance20
Marriott International is a leading global hospitality company with over 2,200 operating units across 60 countries. With 21 distinct brands, Marriott offers the broadest portfolio of hotel brands in the world. Each brand is a leader in its category with high customer preference and growth potential. Collectively, the unique strengths of these brands form a powerful network that allows Marriott to leverage economies of scale and capitalize on profitable opportunities, strengthening the entire company. Marriott's wide distribution ensures a strong presence in markets where customers want them, and their brands are becoming more recognizable and preferred globally.
Recovery And Crisis Presentation 20090914Sammy Hsieh
The document analyzes the ongoing economic crisis and whether it is truly over. In 3 sentences:
The author argues that while financial markets have stabilized, the underlying problems of an overly powerful financial sector have not been addressed and remain a threat. The massive government support for banks has strengthened their political influence without reforming the system. Real reform is still needed to reduce the dominance of large banks and prevent future crises, but the opportunity for change in the immediate aftermath of the crisis was missed.
Presentation that outlines the Top 5 Investment Mistakes Retirees make with their finances. If you and your loved ones have not covered all of these risks, your assets could be at risk.
This 90-day marketing action plan document contains templates for evaluating past marketing campaigns, setting goals and priorities for the next quarter, and planning three months of targeted marketing campaigns. The plan focuses on generating new leads, closing sales, converting leads, and cross-selling additional services. Key activities are brainstormed and prioritized based on their expected return, cost, and probability of success. Sample campaigns for referral marketing and prize contests are outlined in detail with specific communications, responsible parties, and deadlines defined.
Carl Emmerson: The outlook for NHS funding to 2021/22Nuffield Trust
This document summarizes projections for NHS funding in England over the next decade based on analysis by Carl Emmerson and Rowena Crawford. It finds that the planned 4-year freeze in NHS funding from 2010-2015 would be the tightest period in the last 50 years. Public service spending growth is projected to average 1.1% annually from 2015-2022, or just 0.4% if economic conditions worsen. Maintaining NHS spending in line with national income growth would not keep up with costs of an aging population, requiring increased NHS productivity to close the gap between funding and demand pressures.
This annual report summarizes Amgen's performance in 2000 and outlines goals for the future. Key points include:
- Amgen achieved strong financial results in 2000 and aims to more than double revenues and products on the market in the next five years.
- Goals for the future include launching new products like ARANESP beginning in 2001, expanding R&D capabilities and the product pipeline, and strengthening the organization.
- Four new products could launch in the next 18 months - ARANESP, anakinra, abarelix-depot, and SD/01. R&D spending will increase to nearly $1 billion in 2001 to support pipeline growth.
marriott international 2001 Annual Reportfinance20
Marriott International is a worldwide hospitality leader with nearly 2,600 operating units across 65 countries. In 2001, Marriott saw systemwide sales of $20 billion, operating profit of $772 million, and earnings per share of $1.58, though the travel industry faced unprecedented challenges following the events of September 11th. Despite the difficult economic environment, Marriott's diverse portfolio of 18 brands, including JW Marriott, Marriott Hotels, Courtyard, and Residence Inn, performed relatively well. Marriott remains committed to excellence and customer service as it enters its 75th year of operations.
Barry-Wehmiller Companies CEO Robert Chapman discusses leadership and achieving principled results with a purpose. He shares that after 30 years as CEO, he has come to understand the importance of leadership. Chapman then provides three examples of how leadership can positively impact people's lives: 1) Inspiring a safety covenant that reduced injuries, 2) A customer service "game" that increased sales and motivation, and 3) Transforming an acquired company from major losses to profits through vision and inspiration. Chapman encourages discovering one's purpose and using leadership to inspire others.
marriott international 2000 Annual Reportfinance20
Marriott International is a leading global hospitality company with over 2,200 operating units across 60 countries. With 21 distinct brands, Marriott offers the broadest portfolio of hotel brands in the world. Each brand is a leader in its category with high customer preference and growth potential. Collectively, the unique strengths of these brands form a powerful network that allows Marriott to leverage economies of scale and capitalize on profitable opportunities, strengthening the entire company. Marriott's wide distribution ensures a strong presence in markets where customers want them, and their brands are becoming more recognizable and preferred globally.
Recovery And Crisis Presentation 20090914Sammy Hsieh
The document analyzes the ongoing economic crisis and whether it is truly over. In 3 sentences:
The author argues that while financial markets have stabilized, the underlying problems of an overly powerful financial sector have not been addressed and remain a threat. The massive government support for banks has strengthened their political influence without reforming the system. Real reform is still needed to reduce the dominance of large banks and prevent future crises, but the opportunity for change in the immediate aftermath of the crisis was missed.
Presentation that outlines the Top 5 Investment Mistakes Retirees make with their finances. If you and your loved ones have not covered all of these risks, your assets could be at risk.
This 90-day marketing action plan document contains templates for evaluating past marketing campaigns, setting goals and priorities for the next quarter, and planning three months of targeted marketing campaigns. The plan focuses on generating new leads, closing sales, converting leads, and cross-selling additional services. Key activities are brainstormed and prioritized based on their expected return, cost, and probability of success. Sample campaigns for referral marketing and prize contests are outlined in detail with specific communications, responsible parties, and deadlines defined.
Carl Emmerson: The outlook for NHS funding to 2021/22Nuffield Trust
This document summarizes projections for NHS funding in England over the next decade based on analysis by Carl Emmerson and Rowena Crawford. It finds that the planned 4-year freeze in NHS funding from 2010-2015 would be the tightest period in the last 50 years. Public service spending growth is projected to average 1.1% annually from 2015-2022, or just 0.4% if economic conditions worsen. Maintaining NHS spending in line with national income growth would not keep up with costs of an aging population, requiring increased NHS productivity to close the gap between funding and demand pressures.
This annual report summarizes Amgen's performance in 2000 and outlines goals for the future. Key points include:
- Amgen achieved strong financial results in 2000 and aims to more than double revenues and products on the market in the next five years.
- Goals for the future include launching new products like ARANESP beginning in 2001, expanding R&D capabilities and the product pipeline, and strengthening the organization.
- Four new products could launch in the next 18 months - ARANESP, anakinra, abarelix-depot, and SD/01. R&D spending will increase to nearly $1 billion in 2001 to support pipeline growth.
marriott international 2001 Annual Reportfinance20
Marriott International is a worldwide hospitality leader with nearly 2,600 operating units across 65 countries. In 2001, Marriott saw systemwide sales of $20 billion, operating profit of $772 million, and earnings per share of $1.58, though the travel industry faced unprecedented challenges following the events of September 11th. Despite the difficult economic environment, Marriott's diverse portfolio of 18 brands, including JW Marriott, Marriott Hotels, Courtyard, and Residence Inn, performed relatively well. Marriott remains committed to excellence and customer service as it enters its 75th year of operations.
MGM MIRAGE's 2005 annual report discusses the company's record financial performance and growth through mergers and major development projects. It highlights the $8 billion CityCenter project in Las Vegas, which will redefine the city's skyline and experience. The report also details relief efforts after Hurricane Katrina and growth initiatives in Detroit, Macau, and pursuing an integrated resort opportunity in Singapore. Throughout, the report emphasizes the company's culture of innovation and commitment to employees as keys to continued success.
The document summarizes a presentation for Fortune Minerals Limited, a Canadian mineral development company with two late-stage projects: the Arctos Anthracite Project in BC and the NICO gold-cobalt project in the Northwest Territories. It provides an overview of the Arctos project, which involves developing one of the world's largest deposits of high-quality anthracite coal via an open-pit mine with on-site processing facilities and a railway to transport coal to the deep water port of Prince Rupert. A definitive feasibility study update in October 2012 confirmed the technical and economic viability of the project.
This document outlines an agenda for a workshop on achieving ambitious business growth. It discusses identifying an organization's core competencies and innovation sweet spots. It covers assessing growth aspirations, opportunities in the external environment, and generating new growth ideas. Participants engage in exercises to evaluate their innovation culture and develop a growth pipeline. The document emphasizes failing fast and cheap when testing new ideas. It concludes by providing information on submitting a growth plan and presentation dates.
The document discusses key lessons from successful venture capital investments and exits. It provides case studies of companies that had early market leadership and were acquired, including Airespace (acquired by Cisco), Lightera (acquired by Ciena), and Kidaro (acquired by Microsoft). The case studies illustrate how being early to market with innovative technology, building a large customer base, and having strong execution can lead to acquisition opportunities that generate high returns for investors. The document also outlines best practices for venture capital firms regarding investment and harvesting decisions.
Wagner Business Improvement Approach 4 18 09mikewagner426
Mike Wagner outlines his approach for business improvement with three tenets: 1) Focus on business growth by hiring the right people and aligning goals, 2) Take a systems approach to drive improvements, and 3) Use creativity and insights to expand possibilities such as developing new markets. He provides examples for each tenet, including improving customer service response times through a Kaizen event, implementing lean thinking to reduce costs, and developing a key account program to increase partnerships and revenue.
The document summarizes a simulation analysis conducted by Team 5 on a new product development. It outlines their initial objectives, strategy, changes made during the simulation, competition analysis, and one firm's success factors. Graphs show forecasts of indicative variables, price vs. sales, and sales vs. profits over 8 periods. The team's advertising campaign is also summarized. Key learnings from the simulation include the importance of understanding the market prior to decisions, how the initial strategy impacts future outcomes, and how data analysis informs both present and future decisions.
The document outlines an agenda for a workshop on achieving ambitious business growth. It discusses establishing growth aspirations and strategies, identifying core competencies, exploring opportunities from changes in the business environment, and developing ideas and action plans to test concepts quickly and inexpensively. Participants are given time to think about applying the concepts to their own growth planning.
Just Pass is an online platform that offers all-in-one travel packages. It provides customized services and different prices for different clients through one card. The business model relies on recurring subscription and commission fees from partners. The team consists of specialists in accounting, finance, marketing, alliance and partnership. Competition includes travel agencies and online flight/itinerary organizers. A 5-year financial plan projects growing revenues and users, with expenditures decreasing over time, leading to positive EBIT within 3 years as the business scales up. Current status involves analyzing the market, raising funds, and pre-negotiations before launching a pilot project.
1) The document analyzes the causes of the 2008 global financial crisis and proposes remedies.
2) It argues the ultimate causes were behavioral factors like groupthink and bubbles rather than the proximate causes usually cited like weak underwriting standards.
3) To prevent future crises, remedies need to address the underlying behavioral factors and advance financial technology in a way that benefits all.
The U.S. economy created 227,000 seasonally adjusted, non-farm jobs in February, according to the latest employment report from the BLS. This is the third consecutive month of net job gains over 200,000. After flirting with a retrenchment in payroll growth this past summer, the U.S. economy has added 201,000 monthly payrolls, on average, since September. The latest metropolitan area employment figures show that the DC region added 13,400 office-using jobs on an annual basis in 2011.
GSK Project Management for the Academy of LogisticsMargaret D.
This was my proposal made to the new Director and new management in Logistics after a re-org (GSK Manufacturing Division). Note: some words were purposely spelled with the UK conventions given that half of the audience was from the UK, e.g. programme, utilisation, etc.
Since this information is outdated, it is no longer sensitive and can be seen publicly.
ATMS Marine Transportation Training Management Systeminsidersatms
Whether a shipping company is providing commercial, recreation or the military services, they must comply with strict regulatory compliance requirements, including the IMDG Code. ATMS is a robust marine transportation training management system to simplify recurrent regulatory compliance training and recordkeeping for key roles in the shipping industry such as: deck crews responsible for managing navigation and handling cargo; ship engineers responsible for propulsion, maintenance and management; and steward/hotel employees responsible for food services, sanitation, and accommodations.
Modern Maritime Freight Transportation Training Software for Marine Professionals including:
Crew Management, Vessel Engineering, Container Transport, Freight Brokerage, Freight Forwarding, Drilling Rigs: Energy, Oil and Gas, Cruise Line Operators
Shipping Logistics Services
Port Terminal Operations
Discover more at: www.aqtsolutions.com
This document from Atlas Logistics is dated March 07, 2015 and appears to be related to a gate at the AHL side. No other details are provided in the short document, which only lists the company name, date, and a brief reference to a gate without any additional context or information.
The document proposes an integrated supply chain and logistics solution using GPS and RFID technologies to provide visibility, traceability, and automation across supply chain activities for construction projects. This includes tracking inventory, materials, equipment, and people on site; monitoring deliveries and collaborating with suppliers; and gaining efficiencies through remote monitoring and synced operations. The goal is to eliminate inefficiencies, minimize errors, improve safety and security, and help complete projects on time and on budget.
CEA Project Logistics established operations in Myanmar in 2013, acquiring a 10,000 square meter facility in Thilawar. The facility includes warehouse, workshop, and office space along with full utility services and 24/7 security. CEA provides import/export logistics services including customs clearance, transportation, storage, and port services. The company has grown to 60 employees and 3 warehouses within its first year of operations. CEA aims to be a reliable partner for international companies entering the Myanmar market.
STRUCTURE DESIGN AND ANALYSIS OF HYDRAULIC TRANSPORTER FOR LIFTING AND SHIFTI...NISHANTH H D
This document describes the design and static analysis of parts for a hydraulic transporter used to lift and shift heavy equipment. The transporter is designed to lift loads up to 30 tons to a height over 500mm. The parts analyzed include the frame, cylinder body, cylinder rod, cylinder plate, link, slider, and top plate. For each part, the document describes the constraints and loads applied for static analysis and reports the resulting von Mises stress and deflection values to verify they are within acceptable limits. Animation of the transporter design in operation is also included.
Lifting and handling solutions for heavy wind turbine components - Fyns Kran ...Fyns Kran Udstyr A/S
At Fyns Kran Udstyr A/S we have specialized in developing lifting and handling solutions for heavy wind turbine components both during manufacturing, installation and maintenance.
We have more than 40 years of experience with lifting solutions. This means we are able to solve all lifting and handling challenges within the wind turbine industry.
Manufacturing - We supply lifting & handling equipment used during manufacturing of wind turbine components world-wide.
Transportation - We have large know-how as well as a wide range of products used for the transport of heavy wind turbines components.
Erection - We develop & supply yokes, winches & lifting gear used during wind turbine erection.
Offshore - We have the tools needed to optimize the erection of offshore wind turbines.
The document discusses risk management for pharmaceutical projects. It begins by outlining the characteristics of the pharmaceutical industry and drug development process. The drug development process takes an average of 10 years and $2.6 billion to develop a new drug. The presentation then covers risk management processes, tools and techniques for identifying, analyzing, and responding to risks in drug development projects. A case study on risk assessment for product development is presented to demonstrate how to evaluate risks and prioritize mitigation actions.
The document discusses the lifecycle management approach for projects. It describes the typical stages in a project's lifecycle including project selection, planning, implementation, completion and review. Specifically, it covers key aspects of each stage such as identifying projects, evaluating them, developing work breakdown structures and schedules, implementing as planned, and conducting post-project reviews. It also discusses common challenges in managing projects and emphasizes the importance of communication throughout the project lifecycle.
Dear all,
I have tried putting down my view-points on benefits of Project Management system in Pharmaceutical Industry...
Please let me know what do you think.
Regards,
Megha Thakkar
El documento proporciona instrucciones en 5 pasos para ingresar a la plataforma educativa SCOLARTIC, incluyendo usar el navegador Google Chrome, hacer clic en las barras indicadoras, ingresar el correo electrónico y contraseña, y si se olvidó la contraseña, hacer clic en "olvide mi contraseña" y seguir los pasos para restablecerla.
MGM MIRAGE's 2005 annual report discusses the company's record financial performance and growth through mergers and major development projects. It highlights the $8 billion CityCenter project in Las Vegas, which will redefine the city's skyline and experience. The report also details relief efforts after Hurricane Katrina and growth initiatives in Detroit, Macau, and pursuing an integrated resort opportunity in Singapore. Throughout, the report emphasizes the company's culture of innovation and commitment to employees as keys to continued success.
The document summarizes a presentation for Fortune Minerals Limited, a Canadian mineral development company with two late-stage projects: the Arctos Anthracite Project in BC and the NICO gold-cobalt project in the Northwest Territories. It provides an overview of the Arctos project, which involves developing one of the world's largest deposits of high-quality anthracite coal via an open-pit mine with on-site processing facilities and a railway to transport coal to the deep water port of Prince Rupert. A definitive feasibility study update in October 2012 confirmed the technical and economic viability of the project.
This document outlines an agenda for a workshop on achieving ambitious business growth. It discusses identifying an organization's core competencies and innovation sweet spots. It covers assessing growth aspirations, opportunities in the external environment, and generating new growth ideas. Participants engage in exercises to evaluate their innovation culture and develop a growth pipeline. The document emphasizes failing fast and cheap when testing new ideas. It concludes by providing information on submitting a growth plan and presentation dates.
The document discusses key lessons from successful venture capital investments and exits. It provides case studies of companies that had early market leadership and were acquired, including Airespace (acquired by Cisco), Lightera (acquired by Ciena), and Kidaro (acquired by Microsoft). The case studies illustrate how being early to market with innovative technology, building a large customer base, and having strong execution can lead to acquisition opportunities that generate high returns for investors. The document also outlines best practices for venture capital firms regarding investment and harvesting decisions.
Wagner Business Improvement Approach 4 18 09mikewagner426
Mike Wagner outlines his approach for business improvement with three tenets: 1) Focus on business growth by hiring the right people and aligning goals, 2) Take a systems approach to drive improvements, and 3) Use creativity and insights to expand possibilities such as developing new markets. He provides examples for each tenet, including improving customer service response times through a Kaizen event, implementing lean thinking to reduce costs, and developing a key account program to increase partnerships and revenue.
The document summarizes a simulation analysis conducted by Team 5 on a new product development. It outlines their initial objectives, strategy, changes made during the simulation, competition analysis, and one firm's success factors. Graphs show forecasts of indicative variables, price vs. sales, and sales vs. profits over 8 periods. The team's advertising campaign is also summarized. Key learnings from the simulation include the importance of understanding the market prior to decisions, how the initial strategy impacts future outcomes, and how data analysis informs both present and future decisions.
The document outlines an agenda for a workshop on achieving ambitious business growth. It discusses establishing growth aspirations and strategies, identifying core competencies, exploring opportunities from changes in the business environment, and developing ideas and action plans to test concepts quickly and inexpensively. Participants are given time to think about applying the concepts to their own growth planning.
Just Pass is an online platform that offers all-in-one travel packages. It provides customized services and different prices for different clients through one card. The business model relies on recurring subscription and commission fees from partners. The team consists of specialists in accounting, finance, marketing, alliance and partnership. Competition includes travel agencies and online flight/itinerary organizers. A 5-year financial plan projects growing revenues and users, with expenditures decreasing over time, leading to positive EBIT within 3 years as the business scales up. Current status involves analyzing the market, raising funds, and pre-negotiations before launching a pilot project.
1) The document analyzes the causes of the 2008 global financial crisis and proposes remedies.
2) It argues the ultimate causes were behavioral factors like groupthink and bubbles rather than the proximate causes usually cited like weak underwriting standards.
3) To prevent future crises, remedies need to address the underlying behavioral factors and advance financial technology in a way that benefits all.
The U.S. economy created 227,000 seasonally adjusted, non-farm jobs in February, according to the latest employment report from the BLS. This is the third consecutive month of net job gains over 200,000. After flirting with a retrenchment in payroll growth this past summer, the U.S. economy has added 201,000 monthly payrolls, on average, since September. The latest metropolitan area employment figures show that the DC region added 13,400 office-using jobs on an annual basis in 2011.
GSK Project Management for the Academy of LogisticsMargaret D.
This was my proposal made to the new Director and new management in Logistics after a re-org (GSK Manufacturing Division). Note: some words were purposely spelled with the UK conventions given that half of the audience was from the UK, e.g. programme, utilisation, etc.
Since this information is outdated, it is no longer sensitive and can be seen publicly.
ATMS Marine Transportation Training Management Systeminsidersatms
Whether a shipping company is providing commercial, recreation or the military services, they must comply with strict regulatory compliance requirements, including the IMDG Code. ATMS is a robust marine transportation training management system to simplify recurrent regulatory compliance training and recordkeeping for key roles in the shipping industry such as: deck crews responsible for managing navigation and handling cargo; ship engineers responsible for propulsion, maintenance and management; and steward/hotel employees responsible for food services, sanitation, and accommodations.
Modern Maritime Freight Transportation Training Software for Marine Professionals including:
Crew Management, Vessel Engineering, Container Transport, Freight Brokerage, Freight Forwarding, Drilling Rigs: Energy, Oil and Gas, Cruise Line Operators
Shipping Logistics Services
Port Terminal Operations
Discover more at: www.aqtsolutions.com
This document from Atlas Logistics is dated March 07, 2015 and appears to be related to a gate at the AHL side. No other details are provided in the short document, which only lists the company name, date, and a brief reference to a gate without any additional context or information.
The document proposes an integrated supply chain and logistics solution using GPS and RFID technologies to provide visibility, traceability, and automation across supply chain activities for construction projects. This includes tracking inventory, materials, equipment, and people on site; monitoring deliveries and collaborating with suppliers; and gaining efficiencies through remote monitoring and synced operations. The goal is to eliminate inefficiencies, minimize errors, improve safety and security, and help complete projects on time and on budget.
CEA Project Logistics established operations in Myanmar in 2013, acquiring a 10,000 square meter facility in Thilawar. The facility includes warehouse, workshop, and office space along with full utility services and 24/7 security. CEA provides import/export logistics services including customs clearance, transportation, storage, and port services. The company has grown to 60 employees and 3 warehouses within its first year of operations. CEA aims to be a reliable partner for international companies entering the Myanmar market.
STRUCTURE DESIGN AND ANALYSIS OF HYDRAULIC TRANSPORTER FOR LIFTING AND SHIFTI...NISHANTH H D
This document describes the design and static analysis of parts for a hydraulic transporter used to lift and shift heavy equipment. The transporter is designed to lift loads up to 30 tons to a height over 500mm. The parts analyzed include the frame, cylinder body, cylinder rod, cylinder plate, link, slider, and top plate. For each part, the document describes the constraints and loads applied for static analysis and reports the resulting von Mises stress and deflection values to verify they are within acceptable limits. Animation of the transporter design in operation is also included.
Lifting and handling solutions for heavy wind turbine components - Fyns Kran ...Fyns Kran Udstyr A/S
At Fyns Kran Udstyr A/S we have specialized in developing lifting and handling solutions for heavy wind turbine components both during manufacturing, installation and maintenance.
We have more than 40 years of experience with lifting solutions. This means we are able to solve all lifting and handling challenges within the wind turbine industry.
Manufacturing - We supply lifting & handling equipment used during manufacturing of wind turbine components world-wide.
Transportation - We have large know-how as well as a wide range of products used for the transport of heavy wind turbines components.
Erection - We develop & supply yokes, winches & lifting gear used during wind turbine erection.
Offshore - We have the tools needed to optimize the erection of offshore wind turbines.
The document discusses risk management for pharmaceutical projects. It begins by outlining the characteristics of the pharmaceutical industry and drug development process. The drug development process takes an average of 10 years and $2.6 billion to develop a new drug. The presentation then covers risk management processes, tools and techniques for identifying, analyzing, and responding to risks in drug development projects. A case study on risk assessment for product development is presented to demonstrate how to evaluate risks and prioritize mitigation actions.
The document discusses the lifecycle management approach for projects. It describes the typical stages in a project's lifecycle including project selection, planning, implementation, completion and review. Specifically, it covers key aspects of each stage such as identifying projects, evaluating them, developing work breakdown structures and schedules, implementing as planned, and conducting post-project reviews. It also discusses common challenges in managing projects and emphasizes the importance of communication throughout the project lifecycle.
Dear all,
I have tried putting down my view-points on benefits of Project Management system in Pharmaceutical Industry...
Please let me know what do you think.
Regards,
Megha Thakkar
El documento proporciona instrucciones en 5 pasos para ingresar a la plataforma educativa SCOLARTIC, incluyendo usar el navegador Google Chrome, hacer clic en las barras indicadoras, ingresar el correo electrónico y contraseña, y si se olvidó la contraseña, hacer clic en "olvide mi contraseña" y seguir los pasos para restablecerla.
Juan Madrid v. The State of Texas - The State's Reply Brief - Bryant Francis ...Bryant "Beef" Cabrera
This document is the State's brief appealing Juan Madrid's conviction for continuous sexual abuse of young children. It contains the case background, statement of facts from the outcry hearing testimony of the victims' mother Elizabeth, a summary of the State's arguments, and the State's response to Madrid's issue on appeal regarding the admission of the victims' outcry statements made to their mother.
Este documento describe los conceptos básicos de la redacción de textos. Explica que la redacción implica expresar ideas de manera coherente y entendible para el lector. Describe las etapas de la redacción: planificación, redacción y revisión. También cubre los tipos de textos como descriptivo, narrativo, expositivo y argumentativo. Resalta la importancia de organizar las ideas y estructurar la redacción para lograr el objetivo comunicativo.
This document lists various computer programs and describes the author's experiences learning to use them. It discusses learning to use Photoshop and its various tools. It also discusses using Microsoft PowerPoint, Microsoft Word, Blogger, SlideShare, Dafont, and SurveyMonkey. For each program, it provides details about features the author learned and how their skills developed over time through practice using each program.
The document discusses strategies for improving diabetes management programs to better serve racially and ethnically diverse patient populations. It emphasizes the importance of cultural competence and addressing health beliefs, alternative treatments, language barriers, and family roles that are specific to different ethnic groups. Effective programs elicit patients' cultural health beliefs, educate practitioners, provide language assistance, and address social factors like racism that can influence health outcomes.
This presentation from the 2014 IPMA conference is intended to provide a framework for a print center manager to use when adding, upgrading or replacing software for the in-plant print center. Learn the questions to ask yourself, your IT department and your vendors, and ensure smooth implementations by choosing the best solution with minimal risk for your organization. Engage IT early for the best results.
Children often play together and enjoy a variety of sports and activities. Some of their favorite sports include athletics, martial arts, gymnastics, football, basketball, track, volleyball, and swimming. The document discusses playing with balls, kites, scooters, and skipping ropes. It also mentions that while it's fun to win, it's not the end of the world to lose, and that participating is what really matters.
This document discusses agricultural adaptation to climate change. It notes that adaptation involves finding ways to deal with issues like less water and higher temperatures. Crop adaptation is the basis of agriculture and involves the relationship between environmental factors and plant growth. Climate risks go beyond individual farms and are linked through markets. Increasing uncertainty due to climate change affects available options and outcomes. The document examines factors like declining terms of trade and total factor productivity in Australian agriculture over time. It discusses challenges like path dependence and separating climate change from natural variability when making adaptation decisions.
Recovery And Crisis Presentation 20090914Sammy Hsieh
The document analyzes the ongoing economic crisis and whether it is truly over. It argues that (1) while financial markets have stabilized, unemployment and lost growth will continue to impact the economy, and (2) the underlying problems of a super-sized financial sector have actually worsened. Rather than addressing the political influence of large banks, the US strategy has been to subsidize banks unconditionally, risking greater financial instability in the future. Reform is eventually likely but opportunities to act have already been missed, resulting in vast economic costs.
Champion League - Presentation by Vincent Steckler, CEO of AVAST Software at the NOAH 2012 Conference in London, Old Billingsgate on the 6th of November 2012.
This document summarizes key information about Avast Software:
- Avast is the most popular consumer security software with over 170 million actively protected devices globally.
- It has experienced strong underlying user growth and revenue that has increased 76% annually between 2008-2011.
- Avast utilizes a community-driven business model to provide best-in-class security products and technology at low cost while disrupting a large and growing cybersecurity market.
The document is a UK Search Engine Marketing Benchmark Report produced by E-consultancy in partnership with Neutralize (*\\*). It provides results from a survey of over 700 UK search marketers about their search engine marketing activities and budgets. Some key findings include:
- Two thirds of respondents expected to increase budgets for paid search and SEO over the next 12 months.
- The top objectives for search engine marketing were lead generation, direct online sales, and driving traffic.
- Issues impacting success included lack of internal expertise, budget constraints, and difficulties measuring ROI.
- Top services used included landing page optimization, competitor research, and PR optimization.
QLogic Corporation is a leading provider of converged networking solutions. It has significant market opportunities in areas like intelligent converged networks, InfiniBand, and Fibre Channel. The company has competitive advantages through its established Fibre Channel stack and intellectual property portfolio. QLogic also has a highly attractive financial model with strong financials, consistent profitability, and ongoing stock buybacks. It is a market leader in key areas like Fibre Channel adapters, emerging FCoE adapters, and iSCSI hardware offload adapters.
To succeed in today’s competitive marketplace, merchants must optimize every aspect of operations. Using video intelligence, retailers can improve conversions and enhance performance in every square foot of store space.
This webinar will shed light on how retailers are collecting, analyzing and creating actionable intelligence from in-store video data. The link between the customer and the workforce has never been more important to store performance.
The document is a table showing the percentage of individuals using mobile phones in various countries from 2000 to 2021. It shows that:
- Armenia has seen mobile phone usage increase from 1% in 2000 to 125% in 2021.
- Azerbaijan has increased from 5% in 2000 to 109% in 2021.
- Georgia has risen from 4% in 2000 to 102% in 2021.
UMH Properties, Inc. is a real estate investment trust that owns and operates manufactured home communities. The document includes two charts showing the company's total revenues and annual dividend per share increasing from 2006 to 2010. It also shows a chart on the company's sales and finance increasing over the same period.
Global Partner Solutions provides procurement and logistics management services with the vision to be the #1 choice in these areas for brownfield and greenfield projects. Their mission is to provide an enjoyable work environment for employees and partners while achieving sustainable results for customers. Their core disciplines include engineering, human resources, program management, and meeting client requirements. They track key performance indicators to monitor goals. Global Partner Solutions has a global network and aims to acquire more local specialists to better serve clients around the world.
The document provides information about an energy savings presentation given by Leslie T. Taniyama of PSIG Hawaii. It includes Taniyama's condensed biography highlighting his experience and certifications in energy engineering. The presentation emphasizes the importance of measuring energy use to define and manage savings. Examples are given showing how measurement can reveal savings opportunities and predict energy costs based on variables like fuel prices. Aggregated data on a building's air conditioning and overall energy use is also presented to demonstrate analyzing the largest energy uses.
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, building in luxury markets, having a large supply of approved home sites, offering a variety of luxury home types, and the skill of their team of 5,600 associates.
- Looking ahead, Toll Brothers expects continued growth through expanding
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, developing high-quality communities across various luxury housing segments, and having over 83,000 home sites under control to support future growth.
- Looking ahead, Toll Brothers expects continued growth through expanding their community count and believes housing market fundament
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, developing high-quality communities across various luxury housing segments, and having over 83,000 home sites under control to support future growth.
- Looking ahead, Toll Brothers expects continued growth through expanding their community count and believes housing market fundament
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, finding land in regulated markets, their brand name, and delivering a variety of luxury home products.
- Looking forward, they expect continued growth through expanding their community count, but growth rates may slow from the extraordinary pace of the last
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, developing high-quality communities across various luxury housing segments, and having over 83,000 home sites under control to support future growth.
- Looking ahead, Toll Brothers expects continued growth through expanding their community count and believes housing market fundament
Similar to Life Science Project Management Is Dead A New (Old) Model For The Future – An Update For 2020 And Beyond (16)
Life Science Project Management Is Dead A New (Old) Model For The Future – An Update For 2020 And Beyond
1. Life Science Project Management
is Dead: A New (Old) Model for
the Future – An Update for 2020
and Beyond
Randy Dunson, MBA, PMP
Pete Harpum, MSc, MAPM
Rick Mulkey, MBA
Jann Nielsen, PhD
2. Session
Purpose
• Long established & successful practices in other high
technology R&D sectors
– Exploration of…
– Adoption by our sector so that we better understand the
strategic direction and impacts we face
• Project management practices in our industry vary
considerably across sectors
• Common paradigm for the industry to follow is way
overdue
3. Learning
Objectives
• Be able to engage with, & contribute to, dialogue
aimed at placing management at the heart of life
science organizations’ value delivery chain
• Be able to help the harmonization of corporate,
drug, & project strategy processes in your own
organizations
4. Panel
• Session Chair
– Randy Dunson, MBA, PMP
Chair
Pharmaceutical SIG
• Panelists
– Pete Harpum, MS, MAPM
Director
Harpum Consulting Ltd
– Richard Mulkey, MBA
Director, Project Management
GlaxoSmithKline
– Jann Nielsen, PhD
Executive Director, Global Project Management, Neuroscience
i3 Research
5. Introductory
Questions
• Where do you think pharmaceutical project
management is heading?
– Is it shifting away from command and control – if you were
ever lucky enough to have achieved that level of influence –
or getting more deeply established as a core guarantor of
value delivery?
• What do you think is on the radar for pharmaceutical
project management of tomorrow?
• Have you heard people in your organization demand
to be shown the ROI on implementing project
management?
6. Contact
Information
Randy Dunson
PMI Pharmaceutical SIG
chair@pharmasig.org
919.732.1707
7. Bringing Pharma
Project Management
out of the Dark Ages:
Example - Risk
Management
Jann Nielsen, PhD
Executive Director
CNS Project Management
i3 Research
8. The Best Way to Predict the
Future is to Invent It.
--Alan Kay
12. A Decade to
Forget?
Other Drugs Counted as "new" by FDA
Innovative Commercial Therapies (ICTs)
70
60
50 14
40 7
2 4 8
30 5 3 1
45 4 3
20 37 4
33 32 4
25 26 26 28
10 19 16 19
14
0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Source: FDA & the RPM Report, published in “The In Vivo Blog”, January 3, 2008
13. Since
June 2008
• Mergers
– Roche / Genentech
– Pfizer / Wyeth
– Merck / Schering Plough
• Layoffs
– Over 10,000
– More to come (e.g. AZ, GSK)
14. PMs Role
in the Future
• Fewer jobs
• More part-time and contracting
• More focus
– Timelines
– Quality
– Budgets
• All of these involve Risk Management
16. Global Alignment –
Focus on
Benefit-Risk Profile
– Safety becoming more important both pre-
and post-approval
FDA – Bar set very high by first-in-class (SoC
comparisons more stringent) – Greater emphasis on
– More transparency and public scrutiny high safety bar
– More transparency and centralization in
– Approvals
submission to and assessment for EMEA
EMEA increasingly based on
– Increased emphasis on safety, with benefit/risk
significant post-approval obligations (e.g. assessment relative to
risk management plans etc.) existing therapies
– More emphasis on relative effectiveness (with growing
differentiation
– More emphasis on safety (integration of “hurdles” and post-
Japan, US and EU data)
PMDA market obligations)
– Increased emphasis on global programs
– Emphasis on strengthening clinical trials – Increased global
Other (e.g. – New reviews for patient safety alignment (FDA, EMEA
expectations and PMDA)
SFDA,
– Increased on transparency, innovation,
China) quality
– Required advantage over existing
products in China
17. Risk Management
Means
Different Things to
Different People
Risk Management
Foreign Currency Risk Mitigation
Risk & Evaluation PSUR Preparation
Patient Safety
Epidemiological
Financial Scenario
Studies
Product Positioning Planning
Outcomes Research
Signal Detection
Medication Errors Product Quality Product Liability
Drug Diversion
GMP Issues
Plant & Equipment
Management
Strategies
18. What Exactly do We
Need to do in Order
to Achieve Effective
Risk Management?
?
19. Risk Breakdown
Structure
• Hierarchical structuring of risks on the project
– Especially needed where there is a lot of data
– Similar to Work Breakdown Structure
• Standard presentation of project risks to facilitate:
– Understanding
– Communication
– Management
Hillson, Risk Doctors & Partners
20. Risk Breakdown
Structure
• Risk identification aid
• Risk assessment
• Comparison of projects
• Risk reporting
• Lessons learned for future projects
Hillson, Risk Doctors & Partners
21. Risk Breakdown
Structure - Generic
Level 0 Level 1 Level 2
Scope definition
Technical Risk
Technology
Etc.
All Risks
Proj. mgmt
Management
Risk Organisation
Etc.
Contractual terms
Commercial
Risk Procurement
Etc.
Exchange rates
External Risk
Legislation
Etc.
23. Driving Risk
Quantitative Schedule
Risk by Register Risks
• Typical schedule risk analysis starts with the activity that
is impacted by risks
– Estimates the 3-point estimate for optimistic, most likely and
pessimistic duration
– Creates a probability distribution for activity duration
– Performs Monte Carlo simulation
• Which risks cause the most overall schedule risk? These
questions are typically answered by:
– Sensitivity
– Criticality
– Cruciality (combination of both)
Hulett and Associates, LLC
24. Simple Example of
Risk Register Risks
• Use the Risk Factors module in Pertmaster 8
• Collect probability and impact data on risks
• Load the risks
• Assign risks to schedule activities
Hulett and Associates, LLC
25. Risk Factor
Applied to a
100-day Task (2)
0040 - Technology Design : Duration
100% 130
95% 125
200
90% 122
85% 121
180
80% 119
Here the 160 75% 118
70% 117
Plan is the 140 65% 116
Cumulative Frequency
60% 115
Optimistic 120 55% 114
Hits
Value. 100
50% 113
45% 112
Probability 80
40% 111
35% 110
is 100% 30% 109
60
25% 109
20% 108
40
15% 107
20 10% 105
5% 104
0 0% 100
100 110 120 130
Distribution (start of interval)
Hulett and Associates, LLC
26. Assigning More Than
One Risk
to an Activity
• If more than one risk is acting on an activity, the resulting
ranges are the multiplication of the percentages
– Risk 1 has 90%, 100% and 115%
– Risk 2 has 100%, 110% and 130%
– The resulting risk has ranges of
• Optimistic: 90% (.9 x 1.0)
• Most Likely:110% (1.0 x 1.1)
• Pessimistic:150% (1.15 x 1.3)
Hulett and Associates, LLC
27. Two Risks Affect
One Activity
Using Factors
0040 - Technology Design : Duration
100% 144
95% 130
90% 127
140
85% 124
80% 123
120 75% 121
70% 119
Range 100
65% 118
Cumulative Frequency
60% 117
from 90 to 55% 116
Hits
150 days, 80 50% 115
45% 114
Peak about 60
40% 113
35% 111
113 days 30% 110
40 25% 109
20% 108
15% 106
20
10% 104
5% 102
0 0% 93
Hulett and Associates, LLC 100 110 120
Distribution (start of interval)
130 140
28. HyperRisk
Management
• Risk management on steroids
• Pick a system
• Demand that risk evaluation be done frequently
• Remove the Functional Leader for missing a risk
• Remove the Project Manager if 2 risks are missed
• Add bonuses for a project that is accomplished without
missing a risk
• Adapt to your culture
29. Contact
Information
Jann Nielsen
i3 Research
Jann.Nielsen@i3Research.com
610-489-3720
35. Constraints
as Enablers
• Answer the Go/No Go Question
• Accountability from Beginning to End
• Lean (Sigma) Thinking - Project
Managers as Efficiency Experts
36. Go/No Go
Decisions
Principles Project Plan
• Initiate only activities directly
related to the Go/No Go decision I
I
I
– May delay overall timing I
I
I
I
I I
– May increase costs for projects III
I
that progress I
• Schedule necessary activities as I
I
late as possible I
I
I
I
I
I
I
• Define your “Critical Path”
III
I
I I
I I
carefully
37. Key Decision
Critical Path
TRADITIONAL CRITICAL PATH
Stage Gate 1 Stage Gate 2
Go/No Go Activity
KEY DECISION CRITICAL PATH
Stage Gate 1 Stage Gate 2
Go/No Go Activity
38. Project Management
Measures at
Portfolio Level
What percentage of projects planned for success
vs. projects that planned to go/no go?
Which group of projects have the higher
progression rate?
What was cost and cycle time impact when the
project progressed?
What cost were saved by reducing activities for
projects that did not progress?
How many activities and costs have been
deferred to a later phase?
39. Beginning to
End Accountability
Principles
Sponsor
Technical
Business
Manager
• Hand-offs are costly – enable
Owner
Expert
Project
experts to drive projects to Task / Activity
completion A R A R
• Redundancy is costly – ensure B A R R
teams have clear roles and C A R I C
accountabilities D A C R I
• Avoid delays – all assignments E R I A
are clear and team members are Responsible
Accountable
held accountable for deadlines Consulted
Informed
40. Lean (Sigma)
Thinking
Principles
• Identify the value drivers for the drug
development process
• Eliminate waste – waiting, rework, poor
quality
• Identify and accelerate the bottleneck –
Theory of Constraints
• Plan for both radical and continual
improvements
41. Identify Value
Drivers
• Pipeline – Filling Gaps
• Novel Targets
• Blockbusters vs. Varied Portfolio
• Globalization – Reaching New
Markets
And so many others…
unique to your company
42. Eliminate
Waste
Create a Process Map
Value Added Activities
Manufacturing, Dosing Patients
Non-value Added/Essential Activities
Auditing, Inspecting, FDA Review
Non-value Added/Non-essential Activities
Rework, Waiting, Multiple Layers of Review
VA VA VA VA
NVA - E NVA - E
NVA - NE NVA - NE NVA - NE
Months VA = 4.75 mo
NVA - E = 2.50 mo
NVA - NE = 3.75 mo
43. Theory of
Constraints
• Constraints*
– Every organization has at least one constraint, which
limits the system's performance relative to its goal
– Classified as either an internal or market constraint
– Once identified and managed correctly, constraints may
shift; process starts anew
• Critical Chain Project Management
– Method of planning that emphasizes resources required
to execute the project
– More traditional Critical Path and PERT methods
emphasize task order and rigid scheduling
*Summarized from Eliyahu M. Goldratt The Goal
44. Radical
Improvements
• When designing new processes, do NOT think of
existing procedures
• Understand the business goals and customer needs
• Commit to a process, identify an owner, and
benchmark frequently
• Standardize similar process, move towards
organization-wide definitions
46. The Value of
Project
Management
• Schedule– interrogation of schedule,
activity durations, baseline/thresholds
• Resources – Cost per patient, deferred
spend, outsourcing options
• Quality
– Risks: competitive environment, inlicensing,
drug:drug interactions, back-up/follow-up
strategy
– Decision-making: progression criteria,
governance
47. The Value of
Project
Management
• Examples
– Reviewing and reducing redundancy in
Clinical Protocols
– Commercial Reviews of early stage drug
development candidates
– Balancing investment decisions affecting
Speed to Market
48. Conclusion
• Pharma is facing enormous pressures;
resources are constrained. Constraints
can be enablers to drive trade-off
decisions.
• Project Management is well suited to
– Provide information required for trade-off
decisions
– Manage new drivers – go/no go, resources,
and processes
– Focus teams on value drivers, eliminating
waste, and process improvements
49. Contact
Information
Rick Mulkey
GlaxoSmithKline
Richard.g.mulkey@gsk.com
610-787-5032
50. The King is Dead, Long Live
the King
Pete Harpum, MSc, MAPM
Managing Director
Harpum Consulting Ltd
52. • “Project management is the process by
which projects are defined, planned,
monitored, controlled, and delivered such
that agreed benefits are realised. Projects
are unique, transient endeavours to
achieve a desired outcome. Projects bring
about change and project management is
recognised as the most efficient way of
managing such change.”
APM Body of Knowledge, 5th edition
53. A Little
Honesty…
• Process – series of, including embedded practices: (sometimes,
often basic – quantitative risk management anyone?)
• Defined – corporate strategic goal thru project plan: (rarely)
• Planned – scope (usually), estimate (poorly), schedule (‘owned’),
budget (not often), resources (rarely, if ever), uncertainty
(sometimes – only risk, not opportunity)
• Monitored – compare actual progress to plan (sometimes, often
inaccurate, or impossible due to lack of tools)
• Controlled – action taken to take account of fact that reality
happened (and the plan was, by definition, wrong) (stop laughing)
• Delivered – handed over to the ultimate beneficiary (often
inadequately)
• Agreed benefits – agreed with panoply of stakeholders; benefits are
intangible as well as tangible, and Sponsor responsible for benefits
being accrued (value management rare, benefits realisation not
heard of, sponsor role usually misunderstood)
54. So What’s
Stopping Us?
• We’re different (yep, just like every other sector)
• Have to understand science (fundamental
misunderstanding of role of project manager)
• Attrition (completely dissimilar to software?)
• Consensus driven decision making (project management
seems to work in Japan, Sweden, China…)
• Highly regulated (unlike, for example, nuclear power,
airplanes…)
• Long project life cycles (ditto)
• Too complicated (fundamental misunderstanding of
origin of modern project management: Manhattan
Project; Polaris; Apollo; et al)
55. ∆ 2008:2010
Drug
Development
• Even less money available
• Ever higher pressure to achieve schedules
• Significantly increased market/commercial
pressure
• Establishment and stabilisation of multiple
organisational forms
• Significant increase in outsourcing
56. ∆ 2008:2010
P3M
• Increasing recognition that P3M has a role to play
– Maturity of P3M slowly increasing in some companies
– Still a relatively low level of understanding of criticality
of P3M to business success at senior executive levels
– Strong resistance to notion of ‘Project Control’ –
within and external to PM communities
– Drug Program as a collection of Line Project
Managers not yet embedded
– Full alignment and integration of [Company] Strategy,
[Therapy Area] Portfolio, [Drug] Program, and [Line] Project is
rare
57. The change of capability in portfolio,
program, and project management is not
keeping pace with the change in the
external and internal environment
Those that adapt will create even greater
competitive advantage now than would
have been the case in 2008
59. More P3M
Please…
• Mechanical design
– JSF
– Wind turbine
– Trent 800
• Software
– North East blackout
– Ariane 5
– NASA Mars Climate Orbiter
– LAX
– A400M
– Denver airport
• New Product Development
– 787
– Examples too numerous to mention – 75% failure rate
In principle, if we had perfect knowledge, we could predict
exactly how molecules would interact with the body
Nobody else has perfect knowledge either!
60. Absolute
Minimum Need
Time
Cost Quality
• on time (NOT necessarily faster – just reliably will do)
• within budget (other molecules need the money too)
• within scope (do what is needed for project)
• meeting quality requirements (not just safety –
TPP/label)
62. • Industry-wide acceptance
– Executive level buy-in
– Recognize need across industry
– Address need for high quality P3M at industry level
• Top down requirement for change to P3M visibility
– EVP of portfolio management, project/program management?
– Project/program management understood as core competence
in lines
• Bottom up effort
– Created and led by P3M community
– Demonstrate benefits
– Co-opt Line Reps and others to the cause
– Find a powerful ally at senior level
– Record and communicate success stories