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Business
holistic view of overall portfolio progress and Finally, in Stage 3 the technologies become
undertake capacity planning as the balance of mature and accepted and there is a high expecta-
absolute number of assays or target types varies tion of the value and impact a technology can
with time. This allows timely investments to be deliver. In Stage 3, PPM tools are important to
made in additional capacity or new capability for maintaining alignment through communication
the benefit of the whole Discovery organisation. A with stakeholders. The focus of applying these
holistic view of the projected forward order tools at this stage should be effective resource util-
pipeline allows the Research Executive to take a isation and to prioritise activities. Also, as the tech-
holistic view on competing priorities for resource. nology matures PPM Tools can also drive appro-
priate standardisation of processes.
The case for technology PPM tools
As described above, three examples of implement- Conclusions
ing new technologies into the Drug Discovery This paper has addressed the issue of how multiple
Process were illustrated. Three stages of implemen- strands of a complex research organisation are
tation were described: Stage 1: Gaining a foothold managed at Wyeth. We have established a
and introducing new technologies; Stage 2: Technology PPM capability with dedicated and
Aligning the Technology Portfolio; and Stage 3: experienced resources to provide visibility, align-
Maintaining alignment and measuring impact. ment and the means of assessing impact of major
Each of these stages has significant challenges and capability investments within the organisation. We
there are critical factors that are needed to be suc- have described how this capability is deployed
cessful. The cases also describe and illustrate how across developing, mid-term and established
project/portfolio management tools have been organisational capabilities each of which faces its
developed and applied for each of the three stages. own unique challenges.
The tools used vary based on the needs of each Within Wyeth, PPM plays an important part in
stage. These are summarised in Figure 4. terms of organisational transparency in that, by
During Stage 1 it is important to ensure that articulating capabilities in a comprehendible manner,
there is alignment of activities with key stakehold- it sets realistic expectations for performance of key
ers who are willing to apply the technologies early core groups, for example, the HTS functions. This is
and often untested. It is also important to have especially important because of the cross functional
early success stories. These ‘quick wins’ are critical nature of the work of these functional groups.
to show the value and impact of the technology. In terms of alignment, we have shown that PPM
PPM Tools bring transparency to the application of has developed appropriate tools for undertaking
new technology. This is important to ensure there portfolio review exercises to realign the
is alignment and buy-in of stakeholders. Clear Translational Medicine portfolio with internal
project plans and project management is also focus changes of the business. Such exercises
important to focus on early success and ‘quick require the collection and analysis of the underlying
wins’. Finally, PPM Tools should be aimed at data in a highly consistent manner. It would be dif-
ensuring a balance of work to deliver both short ficult to undertake such an exercise on a consistent
and long term value. basis if multiple groups were running the analysis.
In Stage 2, the ‘honeymoon period’ is over and Analysis by a central independent resource results
with early success comes a high expectation of the in more impartial decision-making.
value a technology can deliver. As experience is Additionally, holistic views of the capacity and
gained, the reality of implementing cutting edge capabilities of core groups such as HTS can be
science is encountered. There is a risk that stake- undertaken in the context of the overall portfolio
holders may become disenchanted with this reality. demand profile such that focused investments can
In Stage 2, PPM Tools should be focused on clear be made in a timely manner.
and comprehensive communication of the status Finally, PPM capabilities have allowed us to devel-
project and workload. This is important to ensure op appropriate tools supporting the need to define
continued buy-in and to minimise disenchantment value, to appraise capabilities holistically and to
and manage stakeholder expectations. assess portfolio fit. It is important that such tools are
PPM tools are also important if mid-course employed on a consistent basis which again argues
adjustments and re-prioritisation is required. for the central role of a PPM group. DDW
These adjustments to the portfolio are needed to
ensure that new technologies continue to deliver Charles Dormer is Assistant Vice President,
value and impact. Discovery Operations and Portfolio Management
Drug Discovery World Winter 2009/10 17
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