FINAL AGENDA STRATEGIC PORTFOLIO RESOURCE MANAGEMENT · Forecasting and Planning • AstraZeneca • Bayer AG ... Learn how to shape the strategic and financial goals of your company

1 | ExecutiveDecisionMaking.com

13th Annual

STRATEGIC RESOURCEMANAGEMENT

Featuring Presentations from

PORTFOLIOMANAGEMENT

10th Annual

NOVEMBER 2-3, 2015

Premier Sponsors:

NOVEMBER 3-4, 2015

PROJECT PORTFOLIO MANAGEMENT certification master class

HILTON PHIL ADELPHIA AT PENN’S L ANDING | PHIL ADELPHIA, PA

Register TODAY!

Organized byCambridge Healthtech Institute

FINAL AGENDA

Enhanced R&D Productivity, Forecasting and Planning

• AstraZeneca• Bayer AG• Bill & Melinda Gates Foundation• Bristol-Myers Squibb• Broad Institute• CSL Behring• Deloitte • Dr. Reddy’s Laboratories• DrugDev• EMD Millipore• Enrich Consulting• GlaxoSmithKline• Indivior

• IPM• Janssen• MedImmune • Medtronic• Merck• PerkinElmer• Pfizer• Sanofi• Shire• Temple University• Wharton School, UPenn

Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation

NOVEMBER 5-6, 2015


10th Annual

PortfolioManagement

13th Annual

StrategicResourceManagement

13th Annual


13th Annual


13th Annual


10th Annual

PortfolioManagement

Certification Course

ProjectPortfolioManagementCertificationMaster Class





10th Annual

PortfolioManagement

LUNCH

COCKTAILRECEPTION

MONDAY, NOV. 2 TUESDAY, NOV. 3 WEDNESDAY, NOV. 4 THURSDAY, NOV. 5 FRIDAY, NOV. 6

LUNCH

BREAKFAST PRESENTATION

BREAKFAST PRESENTATION

LUNCH LUNCH

Interactive Breakouts

Interactive Breakouts

321DAY

COURSE*CERTIFICATION

COURSE*CERTIFICATIONDAYDAY

Join the Strategic Resource & Portfolio Management group on LinkedIn!

*Separate Registration Required.

PROJECT PORTFOLIO MANAGEMENT certification master class *

CONFERENCE AT-A-GLANCE

The Project Portfolio Management Certification Master Class will be held November 5 - 6, 2015 at the Hilton Philadelphia at Penn’s Landing in Philadelphia, PA. The course is being led by Dr. Richard Bayney, President & Founder of Project & Portfolio Value Creation.

HOW THIS MASTER CLASS IS DIFFERENT:

This class begins with well-founded economic and portfolio theory, and quickly moves to practical training in portfolio value maximization using Excel add-in optimization software.

Economic principles learned in the master class can be used during preparations and analysis for portfolio reviews and executive decision-making right away.

Unlike other courses that focus on value creation and project prioritization, this master class utilizes a comprehensive approach to value maximization using cutting edge portfolio methodologies within a holistic portfolio management framework – CREOPMTM.

Learn how to shape the strategic and financial goals of your company by using compelling and actionable portfolio analysis to influence corporate decision-makers.

WHO SHOULD ATTEND:

Pharmaceutical and biotech industry professionals involved in:

• Research• Clinical Development• Project, Program, & Portfolio Management• Resource Management• Marketing• Licensing & Business Development• Finance

WHAT YOU WILL LEARN: • The CREOPMTM framework, a proven, step-by-step approach to positioning R&D

portfolios for short-, medium-, and long-term success.

• Categorize project and program investments into non-discretionary and discretionary buckets.

• Analyze Risk and assess overall probability of success.

• Evaluate assets using four critical drivers – benefit, risk, cost, time.

• Optimize portfolios to make the best use of constrained budgetary and human resources.

• Prioritize projects using quantitative and qualitative decision criteria.

• Manage risk, resources and stakeholders and improve decision-making under conditions of risk and uncertainty.

ABOUT YOUR MASTER CLASS LEADER:

Dr. Richard Bayney is President & Founder of Project & Portfolio Value Creation, a consulting boutique providing training and education in project, program, portfolio, resource, and risk management as well as client services in strategic, business, and portfolio planning. He is an adjunct faculty member at the University of Pennsylvania. Dr. Bayney is a 23-year veteran of the Pharmaceutical & Biotechnology industry at Merck & Co., Bayer Corp. and AG, Bristol-Myers Squibb, and Johnson & Johnson Pharmaceutical Research & Development. He obtained his

M.Sc. and Ph.D. from University of London, MBA from Columbia University, and PMP from the Project Management Institute.

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Distinguished Faculty

Premier Sponsors: Corporate Sponsor: Corporate Support Sponsor:

• J. Todd Abrams, Ph.D., Senior Director, New Ventures and Business Development, Office of Technology Commercialization, Temple University

• Charles Alsdorf, Director and Capital Efficiency Leader, Deloitte Transactions and Business Analytics LLP

• Richard Bayney, Ph.D., President & Founder, Project & Portfolio Value Creation (PPVC); former Vice President, Decision Analysis and Portfolio, Management, Johnson & Johnson

• Chris Beck, MBA, Vice President, Schedule and Resource Decision Analytics, Shire

• Jesse Conard, Director, Project Management, Janssen R&D’s Biotechnology Center of Excellence, Janssen

• Paul Davies, Director, R&D Strategy and Portfolio Analytics, Corporate Strategy, CSL Behring

• Tom Defay, Ph.D., Global Project Leader, Head of Informatics, Neuroscience iMed, AstraZeneca

• Atanas Dimitrov, Head, Strategy & Portfolio Management, Merck (EMD) Biosimilars, Merck Serono SA

• Charles Dormer, Principal, APEX STP; former Vice President, Strategy and Operations, Innovative Medicines, AstraZeneca

• Kevin Doyle, Resource Estimation and Planning Business Partner, Decision Analytics and Resource Planning, Shire

• Tony Dybicz, PMP, Associate Director, Business Consulting, Merck

• Gill Eapen, CEO, Decision Options, LLC

• Jonathan Freeman, Ph.D., Senior Vice President & Head, Portfolio Management, Merck Serono

• Mike Hess, Vice President, Bradycardia R&D, Medtronic

• Chami Karandana Evans, Global Strategic Portfolio Manager, Strategy Group, Indivior

• Angelo Filosa, Ph.D., Global Head of Scientific Services, Life Sciences Solutions, PerkinElmer

• Jonathan Freeman, Ph.D., Senior Vice President, Head of Portfolio Management, Merck Serono

• Simon Hornby, Director, Capacity, Planning & Analytics, Clinical Biologics, MedImmune

• Christopher Keenan, Head, Worldwide Medical Contact, MCCI, Bristol-Myers Squibb

• Brett Kleger, Chief Commercial Officer, DrugDev

• Tim LaCroix, Head, Strategic and Business Development, Strategic Development, PharPoint Research

• Jean Lee, M.D., Vice President, Portfolio Operations & Project Management, Pfizer R&D

• Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi

• Michael Liebman, Ph.D., Managing Director, Administration, IPQ Analytics, LLC

• Sam Mathew, MBA, Portfolio Capacity Management Leader, Finance/PMO, Janssen Pharmaceuticals

• Brian McVeigh, Vice President, WorldWide Business Development Transactions & Investment Management, GlaxoSmithKline

• Dora Mitchell, Ph.D., Director, Venture Capital & Private Equity, PCI Ventures, U Penn

• Sam Mukherjee, Associate Director, Portfolio Management, Dr. Reddy’s Laboratories

• Cindy Murray, Director, R&D Strategy and Portfolio, GlaxoSmithKline

• John Phillips, Director, Life Science Lead for Capital Efficiency Practice, Business Valuation, Deloitte Transactions and Business Analytics LLP

• Alexandre Portet, MBA, Deputy Director, Strategy, Planning & Management, Global Health R&D, Bill & Melinda Gates Foundation

• Chandra Ramanathan, Global Program Head, External Innovation - Life Sciences, Bayer AG

• Peter Ray, MBA, Vice President, Strategic & Operational Portfolio Management, Bristol-Myers Squibb

• Thomas Riesenberg, Associate CIO, Office of the CIO, Penn Medicine

• Daniel Rosen, Director, Project and Portfolio Management, EMD Millipore Corporation

• Issi Rozen, Senior Director, Strategic Alliances, Broad Institute

• Aaron Salancy, Director, Portfolio & Asset Strategy, Bristol-Myers Squibb

• Richard Sonnenblick, Ph.D., CEO, Enrich Consulting

• Deborah Stoyko, Applications Sales Manager, Primavera Global Business Unit, Oracle

• Reb Tayyabkhan, MBA, Executive Director, Head, Central Clinical Services, Bristol-Myers Squibb

• Phil Wolf, Senior Vice President, Enterprise and On Demand Products, PDWare

• Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.


13th Annual

November 2-3, 2015


ExecutiveDecisionMaking.com/resourcemanagementSTRATEGIC RESOURCEMANAGEMENT

Although investment in pharma R&D continues to increase, approval of new drugs remains relatively low. This productivity crisis presents new challenges to biopharma R&D in terms of resource management, forecasting, and capacity planning. To counteract the decline in new therapeutics and high risk of product failure, biopharma must adapt with improved performance planning, intelligent outsourcing, and new big data analytics aimed at developing strategic and flexible resource management systems. Cambridge Healthtech Institute’s and

the BioPharma Strategy Series’ 13th Annual “Strategic Resource Management: Enhanced R&D Productivity, Forecasting and Planning”, attracts over 100 senior R&D executives sharing best practices and new ideas on how to enhance R&D productivity, forecasting and planning with important discussions on optimizing resource management, outsourcing, innovation, R&D, clinical capacity planning, forecasting and business intelligence strategies.

MONDAY, NOVEMBER 2

8:00 am Registration and Morning Coffee

REALISTIC ENTERPRISE PLANNING, OPERATIONS AND RESOURCE MANAGEMENT

9:00 Organizer’s WelcomeMicah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech Institute (CHI)

9:05 Chairperson’s Opening Remarks: Remaining Productive in a Time of Scarcity

»9:15 OPENING KEYNOTE: The Importance of Realistic Planning as a Foundational Element of an Enterprise Planning and Resource Management Framework that Informs Portfolio & Project Decisions

Jean Lee, M.D., Vice President, Portfolio Operations & Project Management, Pfizer R&DOne of the essential building blocks of any Planning and Forecasting framework is realistic planning, which needs to be trusted by stakeholders and leaders alike. With a solid foundation and associated culture of realistic planning, the portfolio & project management ecosystem is enhanced and has provided business value to our R&D organization, by enabling integrated, informed decisions. The benefits associated with project scenario planning will be highlighted, together with the importance of agreed business processes that apply to all projects in the system.

9:45 Delivering the Promise: Operationalizing Innovation across the OrganizationMike Hess, Vice President, Bradycardia R&D, MedtronicThe idea is the easy part. How do you set up a team for success and build a shared appreciation of the risks and potential payoffs of the project? In the tradeoff between aggressive risk-taking and schedule confidence, who wins? This presentation will provide real-world operational examples of helping teams deliver successful projects.

10:15 Networking Coffee Break

INNOVATIVE RESOURCING MODELS TO IMPROVE SCIENTIFIC PRODUCTIVITY

10:45 Redesigning the R&D Budget Management Process at Bristol-Myers SquibbAaron Salancy, Director, Portfolio & Asset Strategy, Bristol-Myers SquibbIn 2014, BMS undertook a cross-functional effort to address inefficiencies in the existing R&D budget management process. The ensuing effort considered the generation and allocation of R&D budget targets, the assignment of budget management decision rights, the information required to support high-quality decision-making, and the evaluation of budget management performance. The ultimate decisions on the new approach were guided by a desire to streamline processes, create transparency, speed decisions, and ensure an integrated view of the budgetary landscape across the organization.

11:15 Transforming R&D through Innovative Resourcing ModelsAngelo Filosa, Ph.D., Global Head of Scientific Services, Life Sciences Solutions, PerkinElmerThis talk will focus on strategies that increase efficiency of scientists in a lab. It will describe innovative approaches; provide a roadmap outlining the approaches and their effect on scientific productivity. The talk will expand these approaches to explore alternative models for value creation that drive scientific and business innovation. In particular, a case study on building a public-private partnership that expands R&D capabilities through access to external global scientific talent, assets and resources.

11:45 Sponsored Presentation (Opportunity Available)

12:15 pm Luncheon Presentation (Sponsorship Opportunity Available, please contact Ilana Quigley +1.781.972.5457, [email protected]) or Lunch on Your Own

ADAPTIVE OUTSOURCING MODALITIES, IMPROVED RESOURCE MANAGEMENT, AND PRACTICAL

PERFORMANCE TRACKING

1:40 Chairperson’s RemarksTim LaCroix, Head, Strategic and Business Development, Strategic Development, PharPoint Research

1:45 Adaptive Outsourcing Modalities for Improved Resource Management, Development and Downstream Clin OpsReb Tayyabkhan, MBA, Executive Director, Head, Central Clinical Services, Bristol-Myers SquibbOver the past 2 decades, BMS has embraced a variety of outsourcing models to execute its clinical portfolio. Through those experiences and an appreciation of a shifting and dynamic portfolio, BMS is implementing a flexible sourcing model with a structured outsourcing framework. This presentation will provide an overview of the various sourcing modalities employed by BMS and how those decision processes align with the broader Resource and Portfolio Management activities.

2:15 Resource Management Case Study: Moving Beyond the Chaos of Spreadsheets to a Holistic Approach to Capacity Planning and Performance TrackingTony Dybicz, MBA, PMP, Associate Director, Business Consulting, MerckThis talk will share a 6-year journey from push to pull – from spreadsheets and chaos to a maturing EPPM in our organization. More specifically, it will focus on: 1) Our cross-product hub, the things we’ve done to enable prioritization across multiple products and sites, and the practical limitations of resource flow; 2) Items preventing us from getting to the ideal state of EPPM, and things we’re trying to do to overcome those hurdles; and 3) Using resource data to drive intake decisions in groups that used to try to do it all.

2:45 Portfolio Prioritization and Capacity Planning Exercise: Living in a Resource Constrained EnvironmentCindy Murray, Director, R&D Strategy and Portfolio, GlaxoSmithKlineLike many other companies, the pressures on resourcing the pipeline require active portfolio prioritization and execution. Following the successful delivery of 6 NMEs launches over the last 2 years the pipeline was faced with the need for further prioritization to bring forward the next wave of exciting assets, learning from the lessons from the previous wave. A planned effort


13th Annual

November 2-3, 2015


ExecutiveDecisionMaking.com/resourcemanagementSTRATEGIC RESOURCEMANAGEMENT

was undertaken to shift resources towards the most promising assets and stop or drastically reduce resources on the lower priority projects. Reported effort data has then been used to monitor the situation to enable course correction but also to highlight where within TA and cross portfolio tradeoffs are required. Forward looking resource forecasts are also being assessed to ensure the long term impact is known. Significant progress has been made but we continue to refine the approach to ensure the larger platforms have the granularity needed to do integrated capacity planning across the enterprise.


3:30 Breakout Discussion Groups Remarks & Introduction to Tables and ModeratorsDeborah Stoyko, Applications Sales Manager, Primavera Global Business Unit, Oracle

3:45 Refreshment Break with Exhibit Viewing

INTERACTIVE BREAKOUT DISCUSSIONS4:30 Interactive Breakout DiscussionsConcurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing.

SEE PAGE 9 FOR TOPICS AND MODERATORS

5:30 Welcome Reception with Exhibit Viewing

6:30 Close of Day

TUESDAY, NOVEMBER 3

7:30 am Registration

ENABLING STRATEGIC AND TACTICAL DECISION MAKING THROUGH EFFECTIVE RESOURCE

MANAGEMENT

7:45 Breakfast Presentation (Sponsorship Opportunity Available, please contact Ilana Quigley +1.781.972.5457, [email protected] ) or Morning Coffee

8:25 Chairperson’s RemarksTom Defay, Ph.D., Global Project Leader, Head of Informatics, Neuroscience iMed, AstraZeneca

8:30 CASE STUDY CO-PRESENTATION: Beyond the Data: Driving to ActionChris Beck, MBA, Vice President, Schedule and Resource Decision Analytics, ShireKevin Doyle, Resource Estimation and Planning Business Partner, Decision Analytics and Resource Planning, ShireObtaining the data is generally not the problem. Translating that data into meaningful action is more often our challenge. Getting there quickly is the Holy Grail. This case study will illustrate how Resource Management helped ensure business continuity during a period where the portfolio was expanding and over half of the R&D workforce was being replaced due to site closures and organizational restructuring.

9:15 Resource Management: Its Role as an Organizational Ringmaster in the Project Management ProcessSimon Hornby, Director, Capacity, Planning & Analytics, Clinical Biologics, MedImmuneThe development of pharmaceuticals is a complex, and dynamic, project management activity requiring information to flow between many stakeholders including the project team, supporting functions and finance. Resource Management can, and frequently does, provide a trusted source of project information used by these stakeholders and others throughout the organization. This presentation will describe the ringmaster role Resource Management plays in the collection and coordination of this information, and describes some of the processes used to ensure that this data is a trusted source throughout the organization.


10:15 Coffee Break with Exhibit Viewing

THE IMPORTANCE OF GOVERNANCE AND CRITICAL CHAIN OPERATING STRATEGY

11:00 Governance: The Key to Efficient Resource Management and Successful GO LIVEsThomas Riesenberg, Associate CIO, Office of the CIO, Penn MedicineAchieving successful, on-time, on-budget deployment of fully integrated IT solutions requires collaboration between IT, administration, operations and providers. The cost of deploying fully integrated IT solutions is very expensive. Effective governance is “the key” to achieving expected business outcomes, improving patient and employee satisfaction, and completing initiatives on time, and on budget. Governance committees should be comprised of key stakeholder organization senior management, result in mutually agreed to expected business outcomes, and provide a forum where project status and critical adjustments can be made.

11:30 Bridging the Gap between Portfolio Planning and Operational Execution: How a Critical Chain Operating Strategy Can Help Your Organization Reach Its PotentialJesse Conard, Director, Project Management, Janssen R&D’s Biotechnology Center of Excellence, JanssenFaced with constant pressure to increase efficiency, accelerate products to market, and fund the right opportunities, most organizations invest heavily in portfolio and project management systems. Unfortunately, these investments often fail to enable the business to translate even the best-laid plans into operational success. By building the processes, tools, and culture to support a Critical Chain operating strategy, we can finally gain the clarity necessary to drive the execution of an optimal project portfolio.

12:00 pm Sponsored Presentation (Opportunity Available)

Portfolio and resource optimization are the most important yet least understood aspects of business today. CHI gets executives, practitioners and technology providers in the same room to share, learn and master the complexity of PPM.

“ “

- VP Global Marketing & Bus Development, the GenSight group

12:30 pm Welcome Portfolio Management Conference Registrants & Joint Session Luncheon AnnouncementsMicah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy

Series, Cambridge Healthtech Institute (CHI)

12:35 LUNCHEON PRESENTATION: Lessons From the Field: Presenting Your Assets for Effective Decision Making

Sponsored by

Richard Sonnenblick, Ph.D., CEO, Enrich ConsultingThis lunch and learn presentation will focus on three key lessons: 1) Identifying the portfolio strategy when your executives haven’t; 2) Preparing an effective portfolio dossier: critical processes and methods; and 3) Ensuring executives get what they need before, during, and after the portfolio review meeting.

INTEGRATING DECISION MAKING, RISK/REWARD MANAGEMENT AND BUSINESS VALUE INTO

ORGANIZATIONAL THINKING

1:25 Chairperson’s Opening Remarks for Shared Keynote SessionChris Beck, MBA, Vice President, Schedule and Resource Decision Analytics, Shire

1:30 Relevancy and Integration: Two Keys to Potentiating Decision-Impacting Strategic and Operational Portfolio Management in Resistant OrganizationsPeter Ray, MBA, Vice President, Strategic & Operational Portfolio Management, Bristol-Myers SquibbThe last two decades have seen dramatic improvements in tools and methodologies for both strategic and operational portfolio management, frequently discussed at conferences such as this one. In spite of these advances, most companies seem to be struggling to fully embrace and embed these capabilities into their decision-making DNA. Our BMS experience suggests that two key success factors are relevancy and integration. Efforts across the strategic and operational portfolio management continuum have to provide relevant, actionable insights to senior leaders, with underlying data reliability and fast response time; and to do this effectively, the overall system has to fully integrate clinical development strategy and R&D portfolio prioritization with operations and functional resource management, with dynamic and flexible feedback loops.

2:00 From Innovation to Impact: Bringing Best-In Class Investment and Portfolio Management Practices to Global HealthAlexandre Portet, MBA, Deputy Director, Strategy, Planning & Management, Global Health R&D, Bill & Melinda Gates FoundationThe Gates Foundation invests ~$1B every year in Global Health R&D. This is across 10+ diseases and 150+ product candidates, including vaccines, drugs, diagnostics and vector control. This presentation will focus on: 1) Moving from emotions and beliefs to facts: How do we use data to develop strategies, prioritize portfolio of investments and evaluate specific product candidates? 2) Leveraging new partnership and business models to further our mission: How to creatively source innovation? 3) How have we implemented public/private partnerships to bring best-in class partners and capabilities to the global health arena?

2:30 Does the Triple Constraint add Business Value, or Has Over-Reliance on Tools/Processes Lessened Impact of Project-Portfolio Management?Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, SanofiAs leaders, decision support experts and project managers are we relying too much on tools and processes without focusing on adding business value? Have we lost our way when it comes to being strategic in our discussions and decisions? What does this look like in an organization and in communication? Are we “connecting the dots” between R&D, Med Affairs, and Commercial? And, how do you increase the impact project and portfolio management can have?

3:00 Diversification Strategies in Pharmaceutical Portfolios: Hedging Downside and Upside Risk?Jonathan Freeman, Ph.D., Senior Vice President, Global Portfolio Management, Global Strategy & Franchises, Merck SeronoThrough lifecycle management and other lower-risk diversification strategies pharmaceutical companies have become familiar if not adept at covering downside “catastrophic” risk scenarios. Although these approaches ensure comfort in delivering market-tracking growth by definition, they cannot be expected to offer outperform potential. How can pharma ensure that it can retain upside risk in its portfolio at a price that it can afford and can that price be reduced by turning the unilateral risk into collective uncertainty through effective risk pooling and partnering?

TRANSLATING INNOVATION INTO CUSTOMER VALUE: CULTURE, PARTNERSHIPS AND PIPELINE IMPACT

3:30 INTERACTIVE PANEL DISCUSSION: Translating Innovation into Customer Value: Culture, Partnerships and Pipeline ImpactThere has been a lot of discussion in industry about addressing the R&D productivity crisis though alternative business models, pre-competitive collaboration, open innovation, public-private-academic partnerships, risk sharing and other approaches. There is no question that the desire to change our thinking and to do a better job at “innovating” is valid, but what does this actually mean? What exactly can we do as strategists, R&D leaders, investors, tech transfer and business development folks, portfolio managers and people in this room? This panel will bring together voices from pharma, academia, the investment community and attempt to address:• Driving innovation in R&D organizations: How do you alter the DNA of a company’s culture to be more entrepreneurial?• Evaluating all the data and internal/external opportunities to improve ROI: How do you take a systematic approach to evaluating the science and technology so you don’t get left out of the “innovation game”?• Understanding where to find innovation opportunities both within your organization and externally: Take the low hanging fruit• Moving beyond early stage licensing and internal process optimization to broader strategies: VC engagement, academic partnerships, risk-sharing• Impacting the pipeline: Maximizing value through innovative partnerships and external collaboration- Moderator: Chandra Ramanathan, Global Program Head, External Innovation - Life Sciences, Bayer AG- Panelists:Issi Rozen, Senior Director, Strategic Alliances, Broad InstitutePeter Ray, MBA, Vice President, Strategic & Operational Portfolio Management, Bristol-Myers SquibbMark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, SanofiJonathan Freeman, Ph.D., Senior Vice President, Global Portfolio Management, Global Strategy & Franchises, Merck SeronoBrett Kleger, CCO, DrugDev4:15 Breakout Discussion Groups Remarks & Introduction to Tables and ModeratorsDeborah Stoyko, Applications Sales Manager, Primavera Global Business Unit, Oracle4:20 Refreshment Break with Exhibit Viewing

Sponsored by

INTERACTIVE BREAKOUT DISCUSSIONS4:50 Interactive Breakout DiscussionsConcurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing.

SEE PAGE 9 FOR TOPICS AND MODERATORS

5:30 Close of Strategic Resource Management Executive Forum (Portfolio Management continues on through Wednesday, November 4)6 | ExecutiveDecisionMaking.com

JOINT KEYNOTE SESSIONSTRATEGIC RESOURCE MANAGEMENT & PORTFOLIO MANAGEMENTNovember 3, 2015


WEDNESDAY, NOVEMBER 4

7:30 am Registration7:45 Breakfast Presentation (Sponsorship Opportunity

Available, please contact Ilana Quigley +1.781.972.5457, [email protected]) or Morning Coffee

BIOSIMILARS, EMERGING ASSET CLASSES AND REGULATORY PATHS:

STRATEGY & PORTFOLIO MANAGEMENT8:25 Chairperson’s RemarksCharles Alsdorf, Director and Capital Efficiency Leader, Deloitte Transactions and Business Analytics LLP8:30 Strategically Prioritizing a Biosimilar Portfolio in Times of UncertaintySam Mukherjee, Associate Director, Portfolio Management, Dr. Reddy’s LaboratoriesI will look to illustrate conflicting factors which need to be considered/negotiated, in order to make sound strategic portfolio prioritization decisions, with regards to biosimilar development and commercialization. What is the process to illustrate options and priorities using financial metrics? Also the talk will discuss day-to-day issues/shortcomings which need to be overcome when reporting back to senior management.

9:00 The Emerging Biosimilars Asset Class: Strategy & Portfolio Management In a VUCA (Volatile, Uncertain, Complex & Ambiguous) WorldAtanas Dimitrov, Head of Strategy & Portfolio Management, Merck (EMD) BiosimilarsMany of the assumptions underpinning the significance of the biosimilars opportunity have been confirmed by a number of recent data points including the first FDA approval of a biosimilar in March 2015. However, in the short term the volatility & uncertainty of the market environment is expected to remain high due to numerous regulatory, legal/IP & commercial risks. As can be illustrated by the case study of the Merck (EMD) Biosimilars Business, the strategic imperatives of such a typical VUCA (Volatile, Uncertain, Complex & Ambiguous) environment are to optimally leverage the unique characteristics of the biosimilars asset class and to create a strategically agile organizational set-up for biosimilars with a high degree of decision autonomy, strong ongoing long-term commitment & support from senior management.

9:30 Portfolio Optimization: Understanding the Risk beyond Regulatory ApprovalMichael Liebman, Ph.D., Managing Director, Administration, IPQ Analytics, LLCThe primary focus of clinical development and portfolio management is on attaining regulatory approval for new therapeutics (or diagnostics). More critical, however, is understanding the gap between regulatory approval and commercial success. Real world patients differ from clinical trial populations and real world physicians practice differently than they do in clinical trials. It is critical to assess the following questions: Will the physician prescribe your drug? and, will the patient take the drug? Attendees will gain an understanding of what and how to incorporate strategic thinking into early product development, including research, clinical development and portfolio prioritization.

10:00 Creative Project Management Methods for Resourcing Projects in Small versus Large Organizations Sponsored by

Paul Cook, Regional Operations Manager, Integrated Project ManagementIn smaller organizations creative resource management comes naturally, as these organizations inventively work around and through their given resource limitations while facing the rigorous demands of developing products under tight timelines. In larger organizations creative resource management is harder to come by. This session will present a case study that describes how small company resource management creativity can be replicated and how a key discipline, project management, can be used to leverage it in larger organizations. 10:30 Coffee Break with Exhibit Viewing

EVALUATING YOUR PORTFOLIO PROCESS TO ENABLE ENTERPRISE BUSINESS TRANSFORMATION

11:00 Portfolio Management as a Contact Sport: A Case StudyDaniel Rosen, Director, Project and Portfolio Management, EMD Millipore Corporation

A revised process for R&D Portfolio Management was developed. The process started with a gap analysis which revealed several shortcomings of the current process, including: lack of transparency about decision-making, lack of alignment between the Portfolio Management calendar and other annual planning events within the organization, and the lack of a broad organizational understanding of the link between the business strategy and the portfolio or R&D projects. The result of the exercise is a portfolio management process which empowers decision-making at appropriate levels of the organization to execute the business strategy.11:30 CO-PRESENTATION: Building Portfolio Management Capabilities in a Rapidly Growing OrganizationChami Karandana Evans, Global Strategic Portfolio Manager, Strategy, IndiviorRichard Bayney, Ph.D., President & Founder, Project & Portfolio Value Creation (PPVC); former Vice President, Decision Analysis and Portfolio, Management, Johnson & JohnsonThough much discussed, organizations have struggled to inculcate the discipline of Portfolio Management in a sustainable manner within their DNA. As a consequence, the function may be marginalized to the realm of portfolio analysis without ever really having an impact on portfolio decision-making. This presentation describes a multi-year journey being undertaken by a highly successful but rapidly growing small company to build robust Decision Analysis and Portfolio Management capabilities to facilitate decision-making and portfolio value maximization. It is hoped that one year from now, we will be able to report on both our progress and attainment of a higher capability maturity level in Portfolio Management.

12:00 pm Luncheon Presentation (Sponsorship Opportunity Available, please contact Ilana Quigley +1.781.972.5457, [email protected] ) or Lunch on Your Own

PREDICTIVE MODELING AND VISUALIZATION TO SUPPORT DECISION MAKING

1:25 Chairperson’s RemarksDaniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, University of Pennsylvania; President, DZA, Inc.1:30 FEATURED PRESENTATION: Power of Visualization to Data Driven DecisionsChristopher Keenan, Head, Worldwide Medical Contact, MCCI, Bristol-Myers SquibbThis session will explore how to design and implement a worldwide reporting platform to enhance portfolio management. A global medical information case study will be used to facilitate this discussion: Create a global go-to market plan; focus on stakeholder management; importance of standardization; and unified data management.2:00 Capacity & Portfolio Management Analytics: Simulation, Optimization, Advanced Analytics & Big DataSam Mathew, MBA, Portfolio Capacity Management Leader, Finance/PMO, Janssen PharmaceuticalsFrom a capacity planning and portfolio management perspective, how do you utilize “Big Data” and which datasets do you analyze in order to optimize a portfolio? This presentation will share a process and a story representing our journey into Big Data and the use of simulations and advanced analytics to improve our capacity planning and portfolio.

2:30 Portfolio Management Post-Merger IntegrationSponsored byJohn Phillips, Director, Life Science Lead for Capital

Efficiency Practice, Business Valuation, Deloitte Transactions and Business Analytics LLPMore than $200 billion is at play in the current round of M&A activity in the pharmaceutical industry. Driving the M&A rush is a desire by pharmaceutical companies to buy products aligned with their strengths, selling noncore businesses and replenishing their new drug pipelines in both core therapeutic areas. The long-term value derived from a deal hinges mainly on realizing synergies, especially across the portfolio. The presentation will identify what companies can do to increase the likelihood that their post-merger portfolio integration is a successful one.

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MANAGEMENT

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3:00 R&D Portfolio Analytics, Emergent Properties and Visualizations to Enable Strategic Decision-Making

Paul Davies, Director, R&D Strategy and Portfolio Analytics, Corporate Strategy, CSL BehringManagement of complex R&D portfolios and their enabling analytics are still in their infancy. We’ve shifted over time from a group of projects to a holistic portfolio with emergent properties. So, how to present that complex, multi-dimensional portfolio with uncertainty in a flat two dimensions? Work backwards: The purpose <-- the visualizations <-- the key inputs. The audience will gain insight into the emergence of the R&D portfolio at fast-growing CSL Behring, the analytics we use to look at it today and where we can take portfolio analytics into the future.

LEADERSHIP IN COMPLEX NETWORKS: IMPACT ON DECISION-MAKING,

INNOVATION AND PRODUCTIVITY

3:30 INTERACTIVE PANEL DISCUSSION: Leadership in Complex Networks: Impact on Decision-Making, Innovation and Productivity

Pharmaceutical R&D now involves complex organizational networks through partnerships and collaborations with academia, industry alliances and CROs. There are many challenges associated with these alliances, particularly due to differences in size and the nature of the collaborators, different motivations and agendas, organizational politics and different cultures. These challenges may be magnified if the aim of the collaboration is to generate innovative solutions. This panel will explore leadership of these collaborations and the impact of leadership in decision-making. The panel will answer the following questions:• What leadership behaviors are most successful in managing these collaborations to foster mutual trust and innovation?• How can leaders overcome challenges of managing cultural differences between collaborators?• What do effective leaders do to manage decision-making processes across the collaborators?

Moderator: Charles Dormer, Principal, APEX STP; former Vice President, Strategy and Operations, Innovative Medicines, AstraZenecaPanelists:Tom Defay, Ph.D., Global Project Leader, Head of Informatics, Neuroscience iMed, AstraZenecaDora Mitchell, Ph.D., Director, Venture Capital & Private Equity, PCI Ventures, University of PennsylvaniaJ. Todd Abrams, Ph.D., Senior Director, New Ventures and Business Development, Office of Technology Commercialization, Temple UniversityBrian McVeigh, Vice President, WorldWide Business Development Transactions & Investment Management, GlaxoSmithKline

4:15 Chairperson’s Closing Remarks

4:25 Close of Portfolio Management Executive Forum (Project Portfolio Management Certification Master Class

continues on through Thursday-Friday)

10th Annual


November 3-4, 2015ExecutiveDecisionMaking.com/portfoliomanagementPORTFOLIO

MANAGEMENT


PROJECT PORTFOLIO MANAGEMENT certification master class*

THE CERTIFICATION PROCESS

Day 1 is an intensive day of training from 8:30 a.m. - 5:00 p.m. while the first portion of Day 2 i.e. from 8:30 - 9:30 a.m. completes the training. Master Class participants then take a 30-minute multiple choice examination followed by a 90-minute portfolio

optimization and project prioritization examination. The papers are then graded and PPVC issues certification in Project Portfolio Management to the successful participants.

THE SCHEDULE FOR THURSDAY & FRIDAY:

THURSDAY, NOVEMBER 58:00 am Registration and Morning Coffee8:30 Session 1 & 210:45 Coffee Break11:00 Session 312:30 Lunch1:30 Session 42:45 Refreshment Break3:00 Session 5 & 6 with Q&A5:00 p.m. End of Day One

FRIDAY, NOVEMBER 68:30 am Session 79:30 Refreshment Break9:45 Session 8: Certification examination (I) Multiple choice test10:15 Session 9: Certification examination (II) Case study11:45 Review of Portfolio Management certification examination12:00 pm End of Master Class

ABOUT YOUR MASTER CLASS LEADER: Dr. Richard Bayney is President & Founder of Project & Portfolio Value Creation, a consulting boutique providing training and education in project, program, portfolio, resource, and risk management as well as client services in strategic, business, and portfolio planning. He is an adjunct faculty member at the University of Pennsylvania. Dr. Bayney is a 23-year veteran of the Pharmaceutical & Biotechnology industry at Merck & Co., Bayer Corp. and AG, Bristol-Myers Squibb, and Johnson & Johnson Pharmaceutical Research & Development. He obtained his M.Sc. and Ph.D. from University of London, MBA from Columbia University, and PMP from the Project Management Institute. In his last corporate position, Dr. Bayney was Head of Decision Analysis & Portfolio Management at Johnson & Johnson Pharmaceutical Research & Development.

COMPLIMENTARY WITH REGISTRATIONEach attendee will receive a complimentary copy of ‘Enterprise Project Portfolio Management: Building Competencies For R&D And IT Investment Success’, the definitive guide to Project Portfolio Management written by Dr. Richard Bayney and Ram Chakravarti (J. Ross publishers, 2012).

*Separate Registration Required.


TABLE 1: Realistic Planning for Drug Development Projects: The Implications to Resource Forecasting and Overall Portfolio DeliveryModerator: Jean Lee, M.D., Vice President, Portfolio & Project Management, Portfolio Operations & Project Management, Pfizer R&D• Understand and discuss how different groups manage the

optimistic planning assumptions used during the early phases of drug development, which have downstream implications;

• Discuss the different tools and processes that are being used to inform realistic planning.

• How are these tools used to inform appropriate resource allocation or workforce planning?

TABLE 2: Portfolio Management Process Implementation: Success FactorsModerator: Chami Karandana Evans, Global Strategic Portfolio Manager, Strategy, Indivior• What are the key success factors in implementing Portfolio

Management Processes and ensuring sustainability?• Who are the key personnel that contribute to the success

in implementing Portfolio Management Processes and ensuring sustainability?

• How do you identify and engage stakeholders?

TABLE 3: Quantification of Uncertainty, What Can we Quantify and What NotModerator: Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, University of Pennsylvania; President, DZA, Inc.• Implication for portfolio management…what is a “portfolio” to

start with?• Implications for decision-making and funding levels required

for “success”• What are the critical success factors for a thriving

business environment?

TABLE 4: Optimizing Project Management Business Impact: Start, Stop, ContinueModerator: Mark Lane, Ph.D., Assistant Vice President, PMO North American Medical Affairs, Sanofi• Are we relying too much on tools and processes without

focusing on adding business value? What does this look like in an organization and in communication?

• How do you increase the impact project and portfolio management can have on organizations?

• What do we as project and portfolio managers need to start, stop, continue to maximize business value?

TABLE 5: Leveraging Private-Public Partnerships and Alternative Business Models to Drive Innovation in Global HealthModerators: Alexandre Portet, MBA, Deputy Director, Strategy, Planning & Management, Global Health R&D, Bill & Melinda Gates FoundationChandra Ramanathan, Global Program Head, External Innovation - Life Sciences, Bayer AGBrett Kleger, CCO, DrugDev• How can both the Public and the Private partners achieve a

sustainable model for both parties?• What would it take for the private sector to commit best

resources and assets to global health (beyond corporate social responsibility)? What incentives need to be in place? What might be the levers to lower the cost of opportunity? Where might the first areas of collaboration be (i.e., where should we start)?

• What have we learned from past examples on how to structure such endeavors?

TABLE 6: Strategic Resource Management Partnerships and Intelligent Outsourcing for Downstream Development and Clin OpsModerators: Tim LaCroix, Head, Strategic and Business Development, Strategic Development, PharPoint Research • What service offerings are in fact best left to resource

management partnerships and why?• Can resource management that requires global, highly

complicated planning be nimble? • Are there lessons across growing industries?

TABLE 7: Making Decisions in the Presence of Growing Information and ComplexityModerator: Gill Eapen, CEO, Decision Options, LLC • How does “gut feel” decisions fare in the modern world,

dominated by exponentially growing information?• How could information technology and analytics help make

better and faster decisions?• How does one measure decision quality? How do decisions

relate to Value and Risk?

INTERACTIVE BREAKOUT DISCUSSIONSConcurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-

facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and

format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing.

ExecutiveDecisionMaking.com | 10


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SPONSORSHIP, EXHIBIT, AND LEAD GENERATION OPPORTUNITIES

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2014 Audience Included:

2014 ATTENDEE PROFILE

• Alliance Management• Bioanalytical Services• Biopharmaceuticals• Business Development• Capacity Management• Capital Efficiency• Channel Operations• Clinical Development• Clinical Operations• Clinical Pharmacology &

Pharmacometrics• Clinical Sciences Operations & R&D• Clinical Trial• Commercial Strategy• Corporate Finance• Corporate Strategy & Portfolio

Management• Drug Development Partnership

Programs• Global Project Management• Global R&D Portfolio

• Global Research Operations• Global Science Technology &

Commercialization Manufacturing• Informatics• IT• Market Access Strategy• Medical Affairs• Operations• Organizational Dynamics• Pharmaceutical Research• Pipeline & Portfolio Planning• Portfolio & Decision Analysis• Portfolio & Pipeline Management• Portfolio & Program Management• Portfolio Analytics• Portfolio Asset Strategy• Portfolio Finance• Portfolio Management• Preclinical Development• PreClinical Manufacturing & Process

Development

• Product & Portfolio Strategy• Product Development• Program & Portfolio Management• Project Management• R&D• R&D Financial Analysis• R&D Operations• R&D Program Management• R&D Scheduling and Resource

Management• Research Labs• Research Program Management• Resource Management & Capability• Resource Planning and Management• Sales• Sales & Marketing• Sales Operations• Strategic Marketing & Communications• Strategic Operations• Strategic Portfolio Management• Strategy and Portfolio Integration

C-Level Execs, VPs, Heads, Senior Directors and Directors of:

Pharmaceutical – Top 50 40%

Biotechnical 22%

Services 20%

Commercial 5%

CRO 5%

Financial 5%

Academic 3%

Cambridge Healthtech Institute250 First Avenue, Suite 300, Needham, MA 02494 www.healthtech.com • Fax: 781-972-5425

How to Register: [email protected] • P: 781.972.5400 or Toll-free in the U.S. 888.999.6288

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when registering!

Pricing and Registration InformationPROJECT PORTFOLIO MANAGEMENT CERTIFICATION MASTER CLASS

Project Portfolio Management Certification Master Class $1,599

CONFERENCE PRICING

ALL ACCESS (Includes Strategic Resource and Portfolio Management conferences and Project Portfolio Management Certification Master class)

Advance Registration Discount until September 25, 2015 $3,999

Registration after September 25, 2015 $4,199

CORE PROGRAM (Includes Strategic Resource and Portfolio Management conferences)



BASIC PROGRAM (Includes access to one conference)



STRATEGIC RESOURCE MANAGEMENT PORTFOLIO MANAGEMENT

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REGISTER 3 - 4th IS FREE: Individuals must register for the same conference or conference combination and submit completed registration form together for discount to apply.

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ADDITIONAL REGISTRATION DETAILSEach registration includes all conference sessions, posters and exhibits, food functions, and access to the conference proceedings link.Handicapped Equal Access: In accordance with the ADA, Cambridge Healthtech Institute is pleased to arrange special accommodations for attendees with special needs. All requests for such assistance must be submitted in writing to CHI at least 30 days prior to the start of the meeting.To view our Substitutions/Cancellations Policy, go to http://www.healthtech.com/regdetailsVideo and or audio recording of any kind is prohibited onsite at all CHI events.

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Documents

FINAL AGENDA STRATEGIC PORTFOLIO RESOURCE MANAGEMENT · Forecasting and Planning • AstraZeneca • Bayer AG ... Learn how to shape the strategic and financial goals of your company