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Target Identification
& Prioritization
Drug Discovery Pre-Clinical Clinical
Development
Governance & Risiko Management
Compliance Management (inkl. FDA, OGI, SOX and SPL)
Chemische- und Prozessentwicklung
Portfolio und Projektmanagement (inkl. Budgetierungsprozess)
Marketing
Forschungs- & Entwicklungs-ProzessForschungs- & Entwicklungs-Prozess
R&D Project Management
Processes, Approaches and Tools
Dr. Thomas Henkelmann
Director Consulting, The Project Group GmbH
Event: Digital Pharma: Efficient Research and Development Processes in Pharmaceutical and Life Science Businesses
Agenda
R&D budget planning and project management Transparent resource management and KPIs Reporting and controlling Integration with financial systems, e.g. SAP
R&D budget planning and project management
The foundation for planning and controlling
Budget planning for R&D projects
Top Down approach Budget progress principle Focused on competition Focused on revenue and margin
Bottom Up approach Based on projects and programmes Zero based budgeting
Counter current process Combines both approaches Ensures integrity with liquidity planning and shows realistic data
Counter current process: Top Down and Bottom Up
Strategic GoalsStrategic GoalsPlanning by key dataPlanning by key data
R&D ProgrammesR&D ProgrammesProject oriented planning of financial needsProject oriented planning of financial needs
Target oriented Target oriented R&D budgetR&D budget
Strategic alignment:Strategic alignment:- Gap analysis- Gap analysis- Competition analysis- Competition analysis- Scenario planning- Scenario planning
Program planning:Program planning:- Portfolio analysis- Portfolio analysis- Project analysis- Project analysis- Project priority- Project priority
In Anlehnung an Specht/Beckmann/Amelingmeyer, R&D In Anlehnung an Specht/Beckmann/Amelingmeyer, R&D ManagementManagement
Budget planning across all project phases
ExploratoryExploratory FeasibilityFeasibility DevelopmentDevelopment
R&DR&DProject Project
PortfolioPortfolio
R&DR&DProject Project
PortfolioPortfolio
R&DR&DProject PortfolioProject Portfolio
Pro
ductio
nPro
ductio
n
R&D BudgetR&D Budget R&D BudgetR&D Budget R&D BudgetR&D Budget
Ideas
Ideas
Strategic goalsStrategic goals
R&D project management
Up-to-date base data for budget planning Compilation and priorization of programmes Scheduling and coordination Allocation of resources and controlling of resource usage Controlling of project cost and dates
Components
ControllingControllingReportingReporting
Project managerProject managerResource managerResource manager
Data storeData storeAccess controlAccess controlMicrosoft OfficeMicrosoft OfficeProjectserverProjectserver
MicrosoftMicrosoftProject Project
ProfessionalProfessional
Microsoft OfficeMicrosoft OfficeProject Web AccessProject Web Access
Unified approach to planning
Portfolio of all projects
Resource management and KPI
Reliable data for successful project management
Resource management
Capacity planning High level effort and cost estimate Alignment to strategic goals Target: correlation to budget
Resource planning By phases and qualifications/skills Alignment by organizational structures Target: load balance per department/team
Resource allocation Detailed tasks Assignment and tracking per team member Target: organize work
Load by department/team/skill etc.
Key performance indicators - KPI
Portfolio at a glance The most important key data overview
Schedule reliability Cost and budget limits Quality of the planning process
Portfolio with KPI
Reporting and Controlling
Foundation for decisions
Reports and Analysis
Project management Critical projects Milestone overview
Resource management Identify bottlenecks Manage scenarios
Portfolio management Check alignment with strategic goals Run the right projects!
Milestone overview, What-if analysis
Controlling
Deliver data for ERP systems Project/Program controlling
Plan vs. actual comparison Budget alignment
Business unit controlling Resource requirements and usage Cost center planning vs. Project planning
Enterprise controlling Revenue planning Cash flow planning
Controlling integration with SAP
Integrate what – and why?
Overview on integration with controlling
High level integration Microsoft Project for detail planning SAP for controlling
No project details in SAP! Exchange information:
Base data: WBS structures or internal orders Current data: Cost and work Time tracking: work receipt or CATS Reporting data: cost, budget
Levels of controlling integration
Projects: Microsoft EPM Technology
Enterprise role
Project managers, teams
PMO, departments
Upper Management
Critical milestones, project success
Portfolios, milestones, budgets, centralized resource planning,
risks, problems, change management etc.
Operational project management, supervision
Core processes: ERP system
Strategic view :indicators, customer profitability,strategic direction (SAP CO, FI, BW,…)
Controlling view :budgets, cost centers, revenues, purchasing,customer management(SAP PS, CO ...)
Project view: staff resources, unit costs(SAP PS, HR, CATS)
Information exchange
ERP System (SAP)
Project Server
Structures, dates, work,cost, budgets, actual data
Resource data
EmployeeID, cost center, Org. Unit etc.
Project data
Requirements for the integration
Flexible configuration for the synch process Flexible configuration for roles and rights
Based on Microsoft Project User Management Bidirectional data exchange Leading system at field level Manual and automated synchronization
Example for project structures
Option 1 Option 2
Example for work and cost
Fiscal Year: 2004
WBS-ID Cost Center Act. Type Period WorkComment
CXXX.1.0001 1000 001 12 20 Task 1 Assignment 1
CXXX.1.0001 1000 002 12 80 Task 1 Assignment 2 and
Task 2 Assignment 1
Fiscal Year: 2005
WBS-ID Cost Center Act. Type Period WorkComment
CXXX.1.0001 1000 002 1 100 Task 2 Assignment 1
ID Task Name SAP-WBS Work
1 Task 1 CXXX.1.0001 40 hrsRes 1 (CC:1000-AT:001) 20 hrsRes 2 (CC:1000-AT:002) 20 hrs
2 Task 2 CXXX.1.0001 160 hrsRes 2 (CC:1000-AT:002) 160 hrs
Details
WorkWorkWorkWorkWork
12 01 02 03Qtr 4, 2004 Qtr 1, 2005
40h20h20h60h 100h60h 100h
Example for time tracking with SAP CATS
ID Task Name SAP-WBS Work
1 Task 1 CXXX.1.0001 40 hrsRes 1 (CC:1000-AT:001) 20 hrsRes 2 (CC:1000-AT:002) 20 hrs
2 Task 2 CXXX.1.0001 160 hrsRes 2 (CC:1000-AT:002) 160 hrs
3 Task 3 CXXX.1.0001 160 hrsRes 1 (CC:1000-AT:001) 160 hrs
4 Task 4 CXXX.1.0002 444 hrsRes 2 (CC:1000-AT:002) 240 hrsRes 3 (CC:2000-AT:001) 204 hrs
5 Task5 44 hrsRes 1 (CC:1000-AT:001) 44 hrs
Details
WorkWorkWorkWorkWorkWorkWorkWorkWorkWorkWorkWork
12 01 02 03 04 05Qtr 4, 2004 Qtr 1, 2005 Qtr 2, 2005
40h20h20h60h 100h60h 100h60h 100h60h 100h
100h 320h 24h68h 160h 12h32h 160h 12h
44h44h
WBS Element MSP Task Cost Ctr …
CXXX.1.0001 Task1 1000 …
CXXX.1.0001 Task2 1000 …
CXXX.1.0002 Task4 1000 …
CXXX.1.0001
CXXX.1.0002
SAP PS(No tasks here!)
CATS for Resource 2(All tasks here!)
Example for actual data from SAP
SAP actual cost information in Microsoft Project:
ID Task Name SAPPlan cost
SAPActual cost
SAPObligo
SAPAllocated
SAPAvailable
1 Engine XY 100.000 € 30.000 € 5.000 € 35.000 € 65.000 €2 Construction 100.000 € 30.000 € 5.000 € 35.000 € 65.000 €3 Functional Groups 100.000 € 30.000 € 5.000 € 35.000 € 65.000 €4 Power supply 30.000 € 0 € 0 € 0 € 30.000 €8 Control 50.000 € 30.000 € 5.000 € 35.000 € 15.000 €12 Aggregates 20.000 € 0 € 0 € 0 € 20.000 €
Thank you for your attention!Please address questions to:
Dr. Thomas Henkelmann, The Project Group GmbHDirector Consulting Services
Neherstr. 9, 81675 MünchenTel +49-89 / 61559330Fax +49-89 / 61559340www.theprojectgroup.de