1	Critical Chain Project Management- A Case Study Kevin Howe Pharmacia Corporation March 19, 2002
2	Today’s Objectives
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4	Drug Development Process
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6	Initial Business Situation Demands increased 3X LT =8 weeks 65 active studies On-time delivery = 48% Average 20 studies packaged per month
7	"Used MS Project" Used MS Project No logical network of activities defined Couldn’t estimate finish times-agreed to demands a-priori No coordination between work stations No opportunities for scenario planning Clinical groups fighting for priority Lots of overtime
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9	The Answer: Critical Chain Project Management Set a realistic schedule up front Estimate task times @ 50% probability of completion Add project buffer to protect project Manage project by watching buffer Able to manage all projects as a portfolio
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19	Organizational Dynamics- During
20	"Development of network- Rather Painful" Development of network- Rather Painful Reluctance to share information Tendency to inflate task times Duration estimates vs. processing times Initially very little buffer penetration Challenging of other’s task estimation Gradual trust building Gradual understanding of entire system
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22	Business Results: After
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24	Business Results- After Average 50 Studies packaged per month Resource loads known on a daily basis Project and task priorities clearly specified and executed Ability to do long term resource planning
25	Organization Behavior- End Result Sense of Control!! Project status! Completion time estimates! Impact of priority changes! Impact of schedule delays! Focus = How can I improve the entire system Improved cooperation between groups (All One Team) Continuously challenging how to do things better and faster High Morale and Job Satisfaction Studies completed before customer had time to change his mind!
26	Keys to Success Change = Dissatisfaction x Vision x First Steps
27	Keys to Success Motivation for improvement Leadership (commitment vs. involvement) Understanding of individual motivators/blockers Educational support Tools Technology enablers Mechanism to ensure LT maintenance of gains Measures
28	Epilogue- New Challenges Individual implementation at all CP sites Portfolio management across all CP sites R&D implementations Capital project implementations
29	Acknowledgements Randy Peck and Team TOC Center Kevin Fox Gert Geyser Ken Pasterczyk Ray Immelman Tina Szafoni
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