Project Management Competencies. Disclaimer 28/06/2011

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1 Project Management Competencies Martin D. Hynes III, Ph.D. Senior Director Product Research & Development Lilly Research Laboratories Eli Lilly and Company Indianapolis, IN Disclaimer The views and opinions expressed in the following PowerPoint slides are those of the individual presenter and should not be attributed to Drug Information Association, Inc. ( DIA ), its directors, officers, employees, volunteers, members, chapters, councils, Special Interest Area Communities or affiliates, or any organization with which the presenter is employed or affiliated. These PowerPoint slides are the intellectual property of the individual presenter and are protected under the copyright laws of the United States of America and other countries. Used by permission. All rights reserved. Drug Information Association, Drug Information Association Inc., DIA and DIA logo are registered trademarks. All other trademarks are the property of their respective owners. 2 1

2 Agenda I. Definition of Competency II. Overview of Project Management Competency Models III. Competency Model for Pharmaceutical Project Managers 3 Definition of competency A systematic identification and description of best practices What outstanding performers do More often, In more situations, and With better results than average performers 4 2

3 Project Management Competency Model Project Management Competency Models are About Making People Successful Identifies the competencies needed to perform a specific role in a job, organization, or profession Combination of: Knowledge Skills Behaviors To perform a specific role Helps define what people need to know and do to be successful 5 Use of a Project Management Competency Model Recruiting Professional Development Performance Assessment 6 3

4 Agenda I. Definition of Competency II. Overview of Project Management Competency Model III. Competency Model for Pharmaceutical Project Managers 7 Project Management Competency Models There are no shortage of project management competency models Project Management Institute (PMI) Association of Project Management (APM) American Society for Advancement of Project Management (ASPM) Fortune 500 Project Management Benchmarking Forum Boston University and many more 8 4

5 Major Elements of Several Project Management Competency Models Association of Project Management Boston University Superior 1 Project Management Pharmaceutical Project Management Technical Technical Project Skills Scientific / Technical Behavioral Personal Professional Process Contextual Business Leadership Character Leadership There is a high degree of similarity between the various models 2 1. * Superior Dr. Frank Project Toney Management The Superior Project Manager: Global Competency Standards 2. Pharmaceutical Project Management and Best Practices. Marcel Dekker, Inc., Agenda I. Definition of Competency II. Overview of Project Management Competency Model III. Competency Model for Pharmaceutical Project Managers 10 5

6 Pharmaceutical Project Management: Three Areas of Core Competency Scientific / Technical Process Leadership Knows the Business Communicates Clearly Develops People Initiates Action Pays Attention to Details Focuses on Results Thinks Critically Structures the Process Builds a Team Manages Risk Manages Complexity Makes Tough Decisions Builds Strategic Support Harold Kerner, PhD. Applied Project Management: Best Practices on Implementation. Project Mentoring, 11(6) p. 16. John Wiley and Sons, Inc, p.270. Hynes III, M.D.; Susemichel, A.D.; Konechnik, T.J.; Phipps, C.S.; Winiarski, K.; Byers, L.K. The Development of a Core Competency Model for Pharmaceutical Projects Manager. PMI th Annual Seminar & Symposium. October 10-16, Philadelphia, PA Revising the Project Management Competencies for the Pharmaceutical Industry DIA PM SIAC thought it was time to revisit Meeting convened in Bethesda in October of 2010 Focus on tomorrows project management evolving competencies for biopharmaceutical professionals No better group to work with than the project management professionals in the pharmaceutical industry 12 6

7 Three Areas of Focus Discussion at the DIA PM SIAC Meeting in October of 2010 in Bethesda I. Scientific and Technical Skills Lead by: Richard Heaslip, Ph.D Programmatic Sciences II. Process Skills Lead by: Cris Howard Emergent BioSolutions III. Leadership and Personal Skills Lead by: Jesse Conrad Centocor Andreas Scherer ProChain Solutions, Inc 13 DIA PM SIAC Project Management Competency Meeting I Scientific / Technical Skills - Lead by Richard Heaslip Harsh realities about project management within bio/pharma: There is no generally-accepted model for organizational oversight of projects Companies have different project leadership and project management models Within any given company, it is common that several models have been tried The expectations of a project team leader or manager vary widely from organization to organization (and sometimes from project to project) Including expectations for the required scientific and technical skills No specific and essential training requirements have been established for project managers and leaders within the industry How did you get into project management? Project management is therefore different from virtually every other function in technical organizations The result is ambiguity about the roles and therefore, the skills required 14 7

8 DIA PM SIAC Project Management Competency Meeting II Process Skills Lead by Cris Howard Process Skills are of Critical Importance Monthly Activities What do Project Managers do with their time? Critical for Advancement Discussion driven by data gathered from survey done of the project managers in the DIA 15 DIA PM SIAC Project Management Competency Meeting II Process Skills Average activities in an average month for a PM: 24% Scheduling, tracking and reporting 21% Team and meeting management 11% Strategic planning (annual process) 9% Budgeting (annual process) 8% Networking / politics 27% Other Source: 2004 DIA Annual Meeting: *A Current Assessment of Project Management in the Biopharmaceutical Industry 16 8

9 DIA PM SIAC Project Management Competency Meeting II Process Skills Criteria for Advancement: 1. Leadership skills 2. Strategic thinking 3. Negotiation 4. Team management 5. Conflict resolution 6. Drug development knowledge 7. Internal network 8. Risk management 9. Schedule management 10. Budget and resource management Source: 2004 DIA Annual Meeting: *A Current Assessment of Project Management in the Biopharmaceutical Industry 17 DIA PM SIAC Project Management Competency Meeting II Process Skills Project Management Expertise Technical Expertise Project Manager Excellent Project Outcomes 18 9

10 DIA PM SIAC Project Management Competency Meeting II Process Skills Process skills need to be Evaluated Developed For the project manager in the pharmaceutical industry Development plans for project managers Shared Responsibility Line Management Project Manager Guided by competency model 19 DIA PM SIAC Project Management Competency Meeting IIl Leadership - Lead by Jesse Conrad Leadership Competency is of Critical Importance Ability to work well with others Guide a team to excellent project work Builds strategic support at all level of the corporation Effective communication 20 10

11 Project Management Competencies Summary No Shortage of Project Management Competency Models Important to have one for your organization Key to: Recruiting Selecting Developing Evaluating Pharmaceutical Project Managers of the Future 21 Contact Information Martin D. Hynes, III Ph.D. Senior Director, Six Sigma Champion Eli Lilly and Company Phone: Fax:

12 BACK UP SLIDES 23 Project Management Competency Models A Few Examples 24 12

13 Project Management Comparison Model THE COMPETENT PROJECT MANAGER PROFESSIONALISM Leadership and management skills Goals and vision Strategy and planning Analytical approach People skills Environmental awareness PROJECT SKILLS Structured methodologies and procedures Broad methodology Emphasize project and people management Measure project contributions Evaluate project risk Formally communicate Education Experience BACKGROUND Honesty Desire to lead Service attitude CHARACTER Manage project change Evaluate successes and failures Intelligence Self confidence Drive Emotional stability EXTERNAL VARIABLES Economy and market are strong; host organization is strong; oligopolistic; superior product Source: Dr. Frank Toney, The Superior Project Manager: Global Competency Standards and Best Practices, Marcel Dekker, Inc, Project Management Competency Models Association of Project Management Competency Framework Three major competency types within the model: I. Technical II. Behavioral III. Contextual 26 13

14 Project Management Competency Models Association of Project Management I Technical Competencies Concept Information Management Project Success and Benefits and Reporting Management Project Management Plan Stakeholder Management Configuration Management Requirements Management Change Control Estimating Implementation Business Case Technology Management Marketing and Sales Issue Management Project Reviews Resource Management Definition Risk and Quality Management Scope Management Procurement Modeling and Testing Cost Management Methods and Procedures Development Project Quality Management Earned Value Management Scheduling Value Engineering Handover and Closeout 27 Project Management Competency Models Association of Project Management II Behavioral Competencies Communication Teamwork Leadership Conflict Management Negotiation Human Resource Management Behavioral Characteristics Learning and Development Professionalism and Ethics 28 14

15 Project Management Competency Models Association of Project Management III Contextual Competencies Project Sponsorship Health, Safety and Environmental Management Project Life Cycles Project Finance and Funding Legal Awareness Organizational Structure Governance of Project Management 29 Project Management Competency Models Boston University Competency Model Three major competency types within the model: I. Technical II. Personal III. Business and Leadership 30 15

16 Project Management Competency Models Boston University Corporate Education Center s Project Management Competency Model 31 Disclaimer The views and opinions expressed in the following PowerPoint slides are those of the individual presenter and should not be attributed to Drug Information Association, Inc. ( DIA ), its directors, officers, employees, volunteers, members, chapters, councils, Special Interest Area Communities or affiliates, or any organization with which the presenter is employed or affiliated. These PowerPoint slides are the intellectual property of the individual presenter and are protected under the copyright laws of the United States of America and other countries. Used by permission. All rights reserved. Drug Information Association, Drug Information Association Inc., DIA and DIA logo are registered trademarks. All other trademarks are the property of their respective owners