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At EBCG, innovation is vital. Our events are not typical business conferences. We are a company of original thinkers, and - through ongoing extensive analyses into clients' business needs and tailored-made itineraries - we deliver a highly productive and refreshing experience designed for optimal results.

2012 Pharma PPM Toolbox

2012: We moved it to the next level!

Pharma PPM Toolbox is the most important annual gathering from across the EMEA looking at how to maximize opportunities in the European PPM/LCM sector. This forum was produced in a unique way – directly by group of industry professionals lead by Mr. Tony Ellery, former Global Head LCM in Portfolio Management at Novartis, and six Project Leaders and Program Directors from leading pharmaceutical companies.

Watch Video from 2011 Pharma PPM Toolbox:

2012 Top Features: 

• Premium Senior Level Speakers (see below)
• Improved panel discussion formats & fresh topics
• Speed dating & Q&A hotspot
• Topics prepared by your industry peers
• As requested: Post Conference Program - Meet Prague!
• Featured Dinners 

As a result, conference program reflects actual trends and challenges which professionals are facing these days in a real world. Program provide interactive and highly practical guide for all industry peers.

YOUR EXCLUSIVE SPEAKER PANEL:

Expert Speakers

Mr. Tony Ellery | President, former Global Head LCM in Portfolio Management | Bio
Novartis | Chairman of the Conference
Vice President Project Inflammation and Growth Hormone | Bio
Novo Nordisk
Associate Director Project Management Office | Bio
Genmab
Vice President PLanning & Portfolio | Bio
UCB
Vice President Portfolio and Project Management | Bio
Debiopharm
Executive Director; Head of Strategic Program & Portfolio Management | Bio
Merz
Head of Portfolio Management & Reporting | Bio
Sanofi Aventis
President, former Vice President of Project Management Neuroscience | Bio
Abbott 
Head Portfolio Management R&D | Bio
Nycomed
Vice President Head of Project Management, Drug Discovery | Bio
Actelion
Head of Valuation, Analysis & Portfolio Management | Bio
Merck Serono
Head of PMO | Bio
Merck Serono
Vice President R&D Project Management Office | Bio
AstraZeneca
Biologics Franchise Head Respiratory & Gastrointestinal | Bio
Novartis
Global Head R&D Project Management | Bio
Boehringer Ingelheim

Expert Advisors

Mr. Tony Ellery | President, former Global Head LCM in Portfolio Management | Bio
Novartis | Chairman of the Conference

HOW YOU WILL BENEFIT:

As a part of the program you will learn & discuss:

• Project team dynamics - managing motivation, conflict and change
• Tools for optimizing resource allocation between projects
• Communicating with senior management: aligning team and management expectations
• Project Key Performance Indicators: Individual vs. Team goals
• Know your Enemy: Project risk 
• Tools and techniques for accelerating clinical development
• Managing project transition points between research, translational medicine, development and marketing
• Differences in managing biologic and small-molecule development projects
• Techniques for generating and evaluating alternative development strategies
• How to avoid late-stage (Phase III and beyond) project failures

...and much more - ask for complete program.

WHO WILL YOU MEET:

Project Leaders, Program Directors, Senior Project Team Members, Brand Directors, Master Scientists, Global Heads, Senior Managers, Line Function Managers in:

• Global Research & Development
• Global Marketing
• Strategic Planning
• Business Analytics & Financial Planning
• Strategic Portfolio Planning

16x Best case studies from different pharmaceutical Project Management Offices (PMOs):

Featured Case Study | Day 1 | 12:20

PMO at Merck Serono was established during the integration phase after the acquisition of Serono S.A. by Merck KGaA. The key objective at the beginning was to transfer project information and project plans from all projects into the selected future joint systems of Merck Serono. First milestone was the ability to perform a budget planning exercise for the entire portfolio within 6 months. Second major milestone was the full harmonization of all PM processes and systems within 12 months to allow a consistent management of projects. All milestones and objectives were met ("Quick Win"- Phase).
Subsequently the focus was put on reporting and on analyses to establish KPIs for the project delivery. This provided transparency across the organisation and allowed to identify areas for improvement of efficiency and effectiveness ("Learning Organisation"). As many compromises were required during the Quick Win-Phase, the effort to meet the needs of the matured organisation was high.

Was the "Quick Win"-Phase thus retrospectively a mistake?

This question will be discussed incorporating results from a PM Maturity Assessment, which was conducted with a focus on processes and systems. As part of this assessment the PMO function was evaluated to identify areas of action to move the PMO function and project management to "Operational Excellence".

Complete conference program >>