Science Question

1Program Report
Terrell McGhee
QSO-680
Seminar in Project Management
SNHU
10/23/2022
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Program Report
There has been increased criticism of the pharmaceutical industry’s continuous cost
increases. Due to the escalating controversy, the industry’s Research and Development groups are
being pushed to expedite new medication development. The Value-Driven and Portfolio
Management in the Pharmaceutical Industry project will look at these aspects to assess the market
potential, risk profile, and strategic objectives during new medications’ research and development
stages. The project aims to improve medication research and development (Hair & Sarstedt, 2021).
Its goals focus on Value-Driven Project and Portfolio Management in the Pharmaceutical
Industry. The entire process may be streamlined to effectively deploy strategically essential
projects most important to the organization. Lifecycle Pharmaceuticals will be able to align its
strategic objectives with the project on value-driven and portfolio management in the
pharmaceutical business by employing portfolio management (Armenia et al., 2019). Selecting the
best approach for early pharmaceutical development and research will be feasible using effective
project management strategies. This will boost productivity and improve quality.
Projects are compatible with more effective programs, which are compatible with
portfolios. A program comprises several initiatives that are managed and organized together,
whereas a project is thought to be a brief venture started by an organization. Delivering an
effective and dependable project is the goal of project management (Bode-Greuel & Nickisch,
2008). Strategic alignment is a critical component of program management, and coordinating
programs across a portfolio is crucial. All of them work together to help a business achieve its
strategic goals.
Project, program, and portfolio levels are all tied to various scopes. The scope of a portfolio
is comprehensive, although the size of a program is smaller than the program’s scope at the
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program level. Lowering risks is a benefit of practical cooperation and communication at various
levels. All tiers of investment complexity and expense can be affected by size-related
disadvantages (Brzozowski, 2020). The project employs portfolio management to enable
management to choose projects that correspond with the strategic aims of Lifecycle
Pharmaceuticals’ business divisions, which results in the successful execution of strategically
important projects and high value to the organization (Bode-Greuel & Nickisch, 2008). The project
team will adhere to the defined project charter to ensure that the project stays on time, within
budget, and accomplishes its goals. The team will also identify and address risks from the start of
the project to its conclusion and throughout the project’s completion.
To help organize complicated plans, project management approaches are being created. To
suit the demands of the current project, many techniques are available. The project model created
by the Critical Path Method includes all the activities listed in the job breakdown structure, their
duration, any task dependencies, deadlines for the project’s most important stages, and the dates by
which the deliverables are required (Hair & Sarstedt, 2021). This information will enable you to
choose the project completion strategy that will cause the least amount of slack. It functions best
when used for tiny to midsize tasks.
Additional benefits include recognizing the most crucial project components, improving
team perspective, and providing specific and unambiguous development methodologies for
conveying project plans, schedules, time, and cost performance. Using the Critical Chain Method
is yet another popular project management technique. With this approach, your focus is on the
resources, such as the team, office space, and supplies—that will be used to finish the project
(Bode-Greuel & Nickisch, 2008). This project management methodology is less technical and
focuses more on resource management and flexible resource retention than task order or schedule.
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The organization should employ the critical path technique as its preferred project
methodology. It is a method that works step by step and enables interdependent operations. It will
include a list of activities, a work breakdown structure, a completion schedule, dependencies,
objectives, and deliverables. It will identify vital and noncritical activities by measuring the
lengthiest and shortest times to complete assignments to determine which tasks are significant and
which are not (Atin & Lubis, 2019). The drawback is that larger projects may make it harder to
gather all the information required to diagram and understand it without software. It may also be
challenging to determine how much time is needed for an activity.
Operational risks that might deviate from the development plan and budget, risks that could
affect go/no-go choices and potentially have a substantial impact on value, and the probability that
the compound would fail owing to a particular deficient molecule are all possible hazards (BodeGreuel & Nickisch, 2008). It is possible that the substance will not achieve the effectiveness and
safety objectives of the TPP, and there is a chance that the biochemical process will not work as
planned in pharmacological models and people. The project’s scope is established in this document
and cannot be changed without using the Integrated Change Control Process. Additionally,
services will be covered by a fixed contract, and the project’s funding sources are limited (Mio et
al., 2022). There is no room for contingency; the project must be completed within the specified
timeframe, critical milestones must be identified and met, and its funding sources are limited.
A balanced scorecard, strategic planning, and management tool may be used to prioritize
projects, commodities, and services, synchronize everyone’s day-to-day work and communicate
goals. It can also monitor and track progress toward strategic goals (Gazi et al., 2022). Information
may be gathered and analyzed thanks to the features of a balanced scoring sheet, which includes
learning and growth, company procedures, customer viewpoints, and financial data. Depending on
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how thoroughly information is collected and how efficiently employees use it, organizations that
use balanced scorecards may be able to increase their competitiveness. Organizations can articulate
strategy improvements to be tracked by upcoming scorecards and identify performance barriers
affecting the organization in more detail (Teslia et al., 2018). Using a balanced scorecard, firms
may gather much data to determine where to provide value and develop strategic initiatives and
goals.
The balanced scorecard framework in the finished project will enhance strategy and satisfy
various viewpoints. The scorecard is designed to complement the context. Due to the context’s
assistance, the whys and hows are better conveyed. Links between causes and effects establish
goals, measurements are determined by design and alignment with metrics for the purposes, and
initiatives are developed with goal and measure alignment (Brzozowski, 2020). Unidirectional
bottom-up cause and effect logic and adapting the balanced scorecard to the project are two
potential drawbacks of adopting it. A balanced scorecard’s ability to be useful for companies
results from the personalization that goes into it. Because the structure needs to be unique, this part
might take much effort, and while samples can be helpful, they cannot be reproduced entirely. A
bottom-up, unilateral logic approach can be perplexing. This research illustrates how achieving a
top-level financial goal might fuel objectives from lower perspectives when it is necessary to link
the financial goal’s output with that of another plan.
There are advantages and disadvantages to implementing the balanced scorecard in the
Value-Driven Project and Portfolio Management in the Pharmaceutical Industry project. One of its
primary drawbacks is the requirement to link project outcomes to corporate strategy in a tangible,
understandable manner before using the balanced scorecard (Brzozowski, 2020). One advantage is
that a more robust management strategy might be developed to deal with the production issue
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caused by high R&D costs. This may be accomplished via management techniques such as valuedriven portfolio and project management, providing constructive communication, critically
identifying possibilities for change, and using a balanced scorecard to coordinate strategy to meet
goals (Bode-Greuel & Nickisch, 2008). By providing a clear image of possible R&D investment
possibilities and innovation capabilities, a balanced scorecard may help enhance current and future
business processes, financial value, and sustainability.
In conclusion, the following principles will be noted to establish whether the advantages
were realized to verify that the program strategy had been followed. Assessing the business cases
for new initiatives and projects in collaboration with the program and portfolio management
offices to ensure the benefits align with the organization’s strategic objectives. Giving the benefits
champion the tools they need to: increase the likelihood that the desired outcome will be achieved;
actively involve stakeholders in developing the vision and identifying areas for improvement. Gain
a new perspective on your project and how it fits with your business strategy; prioritize your
business’s resources and ensure their efficient use; accurately set the scope, schedule, and budget
from the outset; remain on plan; and keep costs and resources under control (Bode-Greuel &
Nickisch, 2008).
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Reference
Armenia, S., Dangelico, R. M., Nonino, F., & Pompei, A. (2019). Sustainable project
management: A conceptualization-oriented review and a framework proposal for future
studies. Sustainability, 11(9), 2664.
Atin, S., & Lubis, R. (2019, November). Implementation of critical path method in project
planning and scheduling. IOP Conference Series: Materials Science and Engineering (Vol.
662, No. 2, p. 022031). IOP Publishing.
Gazi, F., Atan, T., & Kılıç, M. (2022). The Assessment of Internal Indicators on The Balanced
Scorecard Measures of Sustainability. Sustainability, 14(14), 8595.
Hair, J. F., & Sarstedt, M. (2021). Explanation plus prediction—The logical focus of project
management research. Project Management Journal, 52(4), 319-322.
Mio, C., Costantini, A., & Panfilo, S. (2022). Performance measurement tools for sustainable
business: A systematic literature review on the sustainability balanced scorecard use.
Corporate social responsibility and environmental management, 29(2), 367-384.
Bode-Greuel, K. M., & Nickisch, K. J. (2008). Value-driven project and portfolio
management in the pharmaceutical industry: Drug discovery versus drug development–
Commonalities and differences in portfolio management practice. Journal of Commercial
Biotechnology, 14(4), 307-325.
Teslia, I., Yehorchenkov, O., Khlevna, I., & Khlevnyi, A. (2018). Development of the concept and
method of building specified project management methodologies. Eastern-European
Journal of Enterprise Technologies, 5(3 (95)), 6-16.
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Brzozowski, M. (2020). Using project management methodologies and project risk management in
the light of empirical research. Zeszyty Naukowe UPH seria Administracja i Zarządzanie,
54(127), 13-21.