Project Management for Drug Developers
- Length: 288 pages
- Edition: 1
- Language: English
- Publisher: CRC Press
- Publication Date: 2022-12-29
- ISBN-10: 103212668X
- ISBN-13: 9781032126685
- Sales Rank: #119431 (See Top 100 Books)
Project managers in drug development are the driving force behind the coordination of efforts. This book provides a practical reference for project managers in the pharmaceutical and biotech drug development industry, with the goal of assisting in creating an efficient and effective team structure and environment. The text details the role of project managers at each stage of drug development, the key interfaces that the PM will need to work closely with, and essential tools of the trade including frequently used techniques and methodologies. This book is useful for both entry-level and advanced-level PMs, as well as non-project managers from other functions.
Features
- Includes authors’ recent experience with improved tactics and technologies/software at various stages of drug development.
- Provides the most up-to-date and best practices, techniques, and methodologies in project management.
- Details the role of the PM at each stage of drug development, including working with the key interfaces throughout the process.
- Diverse audience including nonproject managers in clinical development, clinical operations, regulatory affairs, medical affairs, clinical pharmacology, and biostatistics.
- Provides templates and timelines for critical paths from development to commercialization and has potential as a textbook on relevant courses.
Cover Half Title Series Page Title Page Copyright Page Table of Contents Foreword Preface Glossary of Terms and Abbreviations Editor Contributors PART 1 The Role of PM in Drug Development Chapter 1 Overview of Drug Development 1.1 Introduction 1.2 Preclinical Development 1.2.1 Pharmacodynamics (PD) 1.2.2 Pharmacokinetics (PK) 1.2.3 Toxicology 1.3 Early Clinical Development 1.3.1 Phase 1 1.3.2 Phase 2 1.4 Late Clinical Development 1.4.1 Phase 3 1.5 Innovative Clinical Development Strategies 1.5.1 Seamless Trials 1.5.2 Master Protocols 1.5.3 Regulatory Flexibility 1.6 Registration 1.7 Lifecycle Management 1.8 Summary Chapter 2 Project Management's Place in Drug Development and the Various Project Management Roles in Biopharma 2.1 Introduction 2.2 What Is Project Management and What Does a Project Manager Do? 2.3 Evolution of Project Management in Biopharma 2.4 What Do Project Managers Do in Biopharma? 2.4.1 Research Project Manager 2.4.2 Development Project Manager 2.4.3 Commercial Project Manager 2.4.4 CMC Project Manager 2.4.5 Regulatory Project Manager 2.4.6 Emerging Roles for Project Managers in Drug Development 2.5 Who Becomes a Project Manager in Biopharma? 2.6 What Makes for a Successful Development Project Manager? 2.6.1 Collaboration of Multiple Disciplines 2.6.2 Coordination of Business Processes 2.6.3 Communication across Multiple Stakeholders 2.6.4 Management of Risks and Issues in a Cross-Functional Context 2.7 Summary Chapter 3 Project Teams 3.1 Introduction 3.2 Project Team Models 3.2.1 Top-Down Hierarchy 3.2.2 Hub and Spoke 3.2.3 Latticed Network 3.3 Components of a Hub-and-Spoke Project Team 3.3.1 Core Team 3.3.2 Sub-Team 3.3.3 Task Forces and Working Groups 3.3.4 Joint Teams 3.3.5 Tying It All Together with a Project Team Charter 3.4 Roles within a Project Team 3.4.1 Executive Sponsor 3.4.2 Project Leader 3.4.3 Project Manager 3.4.4 Sub-Team Lead 3.4.5 Functional Area Representative 3.4.6 Functional Area Head 3.4.7 Technical Expert 3.5 Functional Representation within a Project Team 3.5.1 Clinical Operations 3.5.2 Clinical Pharmacology 3.5.3 Clinical Science 3.5.4 Commercial 3.5.5 Medical Affairs 3.5.6 Research/Nonclinical Science 3.5.7 Pharmaceutical Science/CMC/Technical Operations 3.5.8 Regulatory Affairs 3.5.9 Other Key Interfaces with the Project Team 3.6 Team Culture, Dynamics, and Leadership 3.6.1 Characteristics of a High-Performance Team 3.6.2 Meeting Operating Norms 3.6.3 Managing through Disruption 3.6.3.1 Organizational Shifts in Priority 3.6.3.2 Departmental Reorganizations 3.6.3.3 Mergers & Acquisitions 3.6.3.4 Team Member Turnover or Nonperforming Members 3.6.3.5 Abrupt Handover of Responsibility to a New Project Manager Chapter 4 The Project Management Office 4.1 Introduction 4.1.1 What Types of PMO Are There? 4.1.2 What Does a "Good" PMO Look Like? 4.2 What Does a PMO in Biopharma Do? 4.2.1 Support the PPM Process 4.2.2 Support the Project Management Process 4.2.3 Support the Annual Planning Process 4.2.4 Facilitate Governance 4.2.5 Build Institutional Memory 4.2.6 Set Common Corporate Culture 4.2.7 Support Resource Management 4.3 Who Are the Members of a PMO? 4.3.1 PMO Leader 4.3.2 Project Managers 4.3.2.1 Strategic Role 4.3.2.2 Tactical Role 4.3.3 Resource Managers 4.3.4 Process Managers 4.4 What Is the Best Way to Establish a PMO? 4.4.1 Understand Your Stakeholders and Build the "Why" 4.4.2 Define the Services and Structure 4.4.3 Get Executive Buy-In 4.4.4 Identify the Processes and Workflows that Need Standardization 4.4.5 Train Your Project Managers 4.4.6 Continue to Examine and Improve Your Process 4.5 Summary Chapter 5 Project Portfolio Management 5.1 Introduction 5.2 How Does a Portfolio Manager's Role Compare to a Project Manager? 5.2.1 Portfolio Manager Accountability 5.3 What Does the Portfolio Management Process Accomplish? 5.3.1 Portfolio Management and Focused Decision-Making 5.3.1.1 Portfolio Management Process Areas 5.3.2 Decision-Making Approach 5.4 How Different Portfolios Engage with Project Teams 5.5 Typical Portfolio and Project Data Exchange 5.5.1 Current State Metrics 5.5.2 Future State Metrics 5.6 Resource Demand and Capacity Management 5.7 The Role of Finance in the Project World 5.7.1 The Portfolio Roadmap and Associated Risks 5.7.2 The Long-Range Plan and Fiscal Budget 5.7.3 How Finance Engages with Project Teams 5.7.4 Typical Finance and Project Data Exchange 5.8 Summary PART 2 Contemporary Topics in Drug Development Chapter 6 Agile Project Management and Its Application to Drug Development 6.1 Introduction 6.2 What Is Agile and Why Should a Project Manager Care? 6.2.1 History of Agile 6.2.2 What Is Agile and How Does It Compare to Waterfall? 6.2.3 "Doing Agile" vs "Being Agile" 6.2.4 VUCA Environments and How Agile Can Help 6.3 Where Can Agile Be Applied in the Drug Development Process? 6.3.1 The Challenge of Implementing Agile in Drug Development 6.3.2 CMC Process Engineering 6.3.3 Combination Product and Medical Device Development 6.3.4 Early Development 6.3.5 Lifecycle Management 6.3.6 Regulatory Submission Development 6.3.7 A How-To Guide on Managing SCRUM-Like Meetings 6.3.7.1 Step 0: Create a Backlog 6.3.7.2 Step 1: Prioritize the Work 6.3.7.3 Step 2: Plan a Sprint Planning Session 6.3.7.4 Step 3: Launch a Recurring SCRUM Meeting 6.3.7.5 Step 4: After Completion of the Sprint 6.4 Summary Chapter 7 Managing International Projects 7.1 Introduction 7.2 Why Do Companies Go International? 7.2.1 Tangible Benefits: Faster Development Programs and Additional Revenue Streams 7.2.2 Intangible Benefits: Broader Corporate Profile and Increased Institutional Knowledge 7.3 How Do International Projects Affect a Development Project Manager? 7.3.1 Logistical Challenges 7.3.1.1 Physical Separation 7.3.1.2 Time Zone Differences 7.3.1.3 Holidays and Working Days 7.3.2 Language Barriers 7.3.3 Cultural Differences 7.3.3.1 Working Styles 7.3.3.2 Communication Styles 7.3.3.3 Decision-Making Styles 7.3.4 Differences in Development Pathways and Regulatory Requirements 7.4 Recommended Practices for Managing International Projects 7.4.1 Form Geography-Based Team Structures 7.4.1.1 Global Subteam Leads 7.4.1.2 Regional Project Teams 7.4.2 Be Culturally Sensitive 7.4.3 Enhance Communications 7.4.3.1 Organized Information Sharing 7.4.3.2 Regular Interactions 7.4.3.3 Active Listening 7.5 Summary Chapter 8 Managing Combination Drug–Device Projects 8.1 Introduction 8.2 History of Device Regulation 8.3 Determining the Regulatory Path 8.3.1 Establishing the Primary Mode of Action 8.3.2 Strategic Considerations When Picking the PMOA 8.4 Developing the Project Plan 8.4.1 Project Planning for Drug PMOA 8.4.2 Project Planning for Device PMOA 8.5 Developing Combination Products 8.5.1 Development Path in Drug vs. Device 8.5.2 Considerations for Development of Companion Diagnostics (CDx) 8.5.3 Lifecycle Management (LCM) 8.6 Difference in Project Management between Drug Development and Device Development 8.6.1 Quality and Risk Management Systems 8.6.2 Use of Agile Methodologies 8.6.3 Team Structure 8.7 Summary Chapter 9 How Technology Can Assist Project Managers Now and in the Future 9.1 Introduction 9.2 Project Management Tools 9.2.1 Task Management Software 9.2.2 Project Management Software 9.2.3 PPM Software 9.3 Resource Management Tools 9.4 Budgeting Tools 9.5 Tools to Maintain Project Information 9.6 Tools to Communicate with Team Members 9.6.1 Meetings and Videoconferences 9.6.2 Email and Chat 9.6.3 Reports and Dashboards 9.7 How Advanced Technologies Will Benefit Project Managers 9.7.1 Artificial Intelligence 9.7.1.1 Predictive Estimation 9.7.1.2 Risk Identification 9.7.2 Robotic Process Automation 9.7.2.1 Automated Reports 9.7.2.2 Chatbots 9.7.2.3 Algorithms 9.7.2.4 Monte Carlo 9.8 Summary Chapter 10 Assessing, Selecting, and Implementing a Project Management Information System 10.1 Introduction 10.2 Needs Assessment When Considering a Project Management Solution 10.2.1 Team Member Visibility 10.2.2 Pipeline Complexity Requires Integrated Planning 10.2.3 Operational Portfolio Management 10.2.4 Finance Scrutinizes Project Forecasts 10.2.5 Resource Bottlenecks Causing Unnecessary Delays 10.2.6 Connected Strategy with Execution 10.3 Project Plan Considerations Unique to Life Sciences 10.3.1 "What Is a Project?" 10.3.1.1 Project Structure 10.3.1.2 Functional Plans 10.3.2 Use Templates 10.3.2.1 Success Factors 10.3.2.2 Template Level of Detail 10.3.2.3 Template Resistance 10.4 Resource Management Integration within Project Management Tools 10.4.1 What Level of WBS to Assign Resources? 10.4.2 What Level of RBS to Assign Resources? 10.4.3 What Is the Definition of an FTE? 10.4.4 How to Distribute Resources across an Assignment 10.4.5 What Calendar to Use? 10.5 The Broader Ecosystem: IT Data Flow 10.5.1 CTMS Integrations 10.5.2 ERP Systems 10.5.3 Reporting . Output and Access 10.5.4 CROs 10.6 Tips for Successful Change Management 10.6.1 Executive Stakeholders 10.6.2 "What's in It for Me?" 10.6.3 Begin with the End (Report) in Mind 10.6.4 Set an Implementation Up for Success 10.6.5 Training Never Ends 10.6.6 Tying It All Together 10.7 Summary Chapter 11 Creating an Asset Development Plan 11.1 Introduction 11.2 What Is an Asset Development Plan and Why Should a Project Manager Care? 11.3 What Is in an Asset Development Plan? 11.3.1 What Is a Clinical Development Plan? 11.3.2 What Is a Regulatory Plan? 11.3.3 What Is the Nonclinical Development Plan? 11.3.4 What Is a CMC Plan? 11.3.5 Medical Affairs Plan 11.3.6 What Is a Commercialization Plan? 11.3.7 What Is a Product Protection Plan? 11.4 Summary Chapter 12 Creating a Clinical Development Plan 12.1 Introduction 12.2 What Is in a CDP? 12.3 How Does a Project Manager Go about Creating a CDP? 12.3.1 The Target Product Profile 12.3.1.1 What Is a dTPP and Why Should a Project Manager Care? 12.3.1.2 How Does a Project Manager Go about Creating a dTPP? 12.3.2 Investigational Plan and Trial Designs 12.3.3 Regulatory Plan 12.3.4 Operating Assumptions and Resource Requirements 12.3.5 Risk Assessment (Probability of Technical and Regulatory Success) 12.3.5.1 Why Should a Project Manager Care about the PTRS? 12.3.5.2 How Is PTS Estimated? 12.3.5.3 How Is PRS Estimated? 12.3.5.4 What Other Risks Should Be Considered in the CDP? 12.3.6 Valuation 12.3.7 Governance Summary 12.4 Summary Chapter 13 Creating a Market Application Submission 13.1 Introduction 13.2 What Is a MAS Plan and Why Should a Project Manager Care? 13.3 Best Practices for Creating a MAS Plan 13.3.1 Before TLR 13.3.1.1 Team Structure 13.3.1.2 Author/Reviewer Assignment Matrix 13.3.1.3 Defining the Content Creation Process 13.3.1.4 Submission Content Plan 13.3.1.5 Project Roadmap 13.3.1.6 Lexicon 13.3.1.7 Preliminary Key Messaging 13.3.2 After TLR 13.3.2.1 Final Messaging 13.3.2.2 Draft Label 13.3.2.3 CSRs and Narratives 13.3.2.4 Administrative Documents 13.4 Summary PART 3 GRIDALL: A Comprehensive Framework for Managing Projects Chapter 14 Introduction to GRIDALL 14.1 Introducing the GRIDALL Framework 14.2 GRIDALL as a Framework for Building Your Project Management Methodology 14.3 GRIDALL as a Tool to Assess Your Organization's Project Management Methodology 14.4 GRIDALL as a Project Communications Model 14.5 How GRIDALL Applies to Biopharma Projects 14.6 Best Practices for Implementing GRIDALL in Your Organization 14.7 Summary Chapter 15 Goals 15.1 What Are Goals and Why Should a Project Manager Care? 15.2 Some History and Theory of Goal-Driven Activities 15.2.1 Publications on Goal Theory That Every Project Manager Should Know About 15.2.2 What Is the Difference between Goals, Objectives, and Requirements? 15.2.3 What Are Cascading and Aligning, and Why Are Those Important? 15.2.4 What Are Committed, Stretch, and Moonshot Goals? 15.2.5 Why Should We Use a Goal-Setting Framework, and What Options Do We Have? 15.3 A Three-Step Process for Setting Project Goals 15.3.1 Identify 15.3.2 Refine and Align 15.3.3 Finalize and Socialize 15.3.4 Next Steps for the Project Manager 15.4 Pros and Cons of Annual Goals 15.5 Summary Chapter 16 Risks 16.1 Introduction 16.1.1 General Risks of Doing Business in Drug Development 16.1.2 The Unmanageable "Design" Risks 16.1.3 The Manageable "Implementation" Risks 16.2 A Four-Step Process for Managing Risks 16.2.1 Identify the Risk 16.2.2 Assess the Severity 16.2.2.1 Scoring the Probability 16.2.2.2 Scoring the Impact 16.2.3 Form a Response 16.2.4 Monitor Until Resolution 16.3 Best Practices for Keeping the Risk Management Process Finely Tuned 16.4 Summary Chapter 17 Issues 17.1 Introduction 17.2 A Three-Step Process for Managing Issues 17.2.1 Detect the Issue 17.2.1.1 Detecting an Issue That Was Previously Identified as a Risk 17.2.1.2 Detecting an Issue That Was Not Previously Identified as a Risk 17.2.1.3 Recording the Issue 17.2.2 Assess the Impact 17.2.3 Resolve the Issue 17.2.3.1 Decide at Project Team 17.2.3.2 Escalate to Higher Level of the Organization 17.3 Framing the Issue 17.4 Summary Chapter 18 Decisions 18.1 Introduction 18.2 Principles of Decision-Making 18.3 Governance Structures 18.4 A Five-Step Process for Efficient Decision-Making 18.4.1 Set the Context 18.4.2 Define the Roles 18.4.3 Gather Information 18.4.4 Make the Decision 18.4.5 Document and Implement 18.5 Summary Chapter 19 Actions 19.1 Introduction 19.2 Principles of Managing Actions 19.3 A Four-Step Process for Managing Action Items 19.3.1 Identify 19.3.2 Define 19.3.3 Record 19.3.4 Monitor 19.4 Impossible Missions 19.5 Summary Chapter 20 Lessons Learned 20.1 Introduction 20.2 Types of Lessons Learned 20.3 A Five-Step Process for Gathering Lessons Learned 20.3.1 Collect Initial Feedback from Stakeholders 20.3.2 Narrow Down the Scope of Topics to Discuss 20.3.3 Hold a Live Session with All Stakeholders 20.3.4 Convert Key Findings into Action Plans 20.3.5 Report Outcomes and Record Lessons Learned 20.4 How to Implement Lessons Learned and Best Practices 20.5 Summary Appendix I: Team Performance Survey Appendix II: List of Common Agile Practices Appendix III: New PM Onboarding Checklist Appendix IV: Transition Plan Appendix V: Resource Management Definitions Appendix VI: Generic Job Description for a Director-Level Development Project Manager Index
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