1 / 19

But I Didn’t Sign up to Manage Projects!

But I Didn’t Sign up to Manage Projects!. Steve Woodruff, President, Impactiviti Bob Holliday, Director, Product Training & Curriculum Development, Boehringer-Ingelheim. What You Knew You’d be Doing in Training…. Facilitating Classes Coaching New Hires Learning about the “inside” Company

jillian-camacho
Download Presentation

But I Didn’t Sign up to Manage Projects!

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. But I Didn’t Sign up to Manage Projects! Steve Woodruff, President, Impactiviti Bob Holliday, Director, Product Training & Curriculum Development, Boehringer-Ingelheim

  2. What You Knew You’d be Doing in Training… • Facilitating Classes • Coaching New Hires • Learning about the “inside” Company • Getting ready for Field Management

  3. Why am I Managing Projects? • All of Pharma runs on long-term, multi-step development processes • Delegation and outsourcing are very common in T&D, and as your career advances • It’s a vital Managerial Developmental skill • Someone’s got to do it!

  4. What is Project Management? • (def.) The discipline of planning, organizing, and managing resources to bring about the successful completion of a specific project. • (WIIFM) Effectiveness in PM will be one of the yardsticks of your advancement, and will determine how enjoyable your life as a trainer is! • Basic vs. High-level professional PM

  5. Common Training Projects • Workshop development and delivery • Sales/Launch/POA Meeting training • Learning system development and delivery • Technology learning

  6. Effective Project Launching

  7. Project Definition 1 • Define need (assessment?) • Gap? Cause? Training, or something else? • Project Goal • End result? How measured? • Project Scope and Description • Summary? Components? Specs? Options? • Project Deliverables • Media? Formats? Size? Enduring elements?

  8. Project Definition 2 • Project Resources • Time? Budget? Personnel? • Project Variables and Risks • Project Management/Sustainability • Who involved? Escalation? Ongoing work/updates? • (High-level) Stakeholder alignment

  9. Right-Sourcing • In-Sourcing – using (primarily) internal resources to get the project done • Out-Sourcing – using (primarily) external resources to get the project done • Off-Shoring – moving work to out-of-country location and personnel • Right-Sourcing – using the best allocation of resources (internal and/or external) for a given project

  10. Vendor Selection • How Vendors are selected • “the devil you know” • Recommendations • Formal process • Creating RFPs • Vendor Selection process • Narrowing the pool • Evaluating proposals • Capabilities presentations

  11. Selection Criteria • Pharmaceutical training experience • Industry reputation • Years in (profitable) business • Experience and stability of vendor team • Match of core competencies to this project • Creative, instructional, and project mgmt approaches • Relevant subject matter experience • Readiness to listen, and follow directions • “Chemistry” • Price

  12. Effective Project Management

  13. Typical Steps in the Project Process • Kickoff • Initial design document | Review | Revise • First (high-level) draft | Review | Revise • Second (detailed) draft | Review | Revise • Definitive Med/Legal/Regulatory review • Pre-production sample | Review • Deliverable

  14. Kickoff: Aligning Resources, Roles, Expectations • Assembling and aligning stakeholders • Introducing and explaining roles • Agreeing on goals, expectations and timelines • Outlining steps and processes (incl. reviews) • Setting communication structure • Identifying variables and contingencies (flexibility!)

  15. Reviews and more Reviews • Discussion of the specific reviews that may occur • Content (1st and 2nd draft) • Medical • Legal/Regulatory • Technical

  16. Effective Vendor Partnering • Map out your company (or the vendor) PM process in advance • Have sharable PM documentation process (on-line or file-based) • One primary PM on each side (if outsourced) • Option to change vendor PM if “chemistry” not working • Map out escalation process • Agree on scope/budget creep parameters (change management process) • Specify recourse for deficient work • PARTNER

  17. The Derailers • What are the problems that can create chaos or failure in projects?

  18. Downloadable Resources Go to http://bit.ly/SPBT09 …for sample Vendor/Project management resources and forms

  19. Thank you! • SWoodruff@Impactiviti.com • Robert.Holliday@Boehringer-Ingelheim.com

More Related