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[...] With an industry standard one out of ten success rate and a typical program cost of $500 million to develop one successful drug, it is imperative that the company is able to use its time most efficiently. That includes bringing successful products to market sooner to increase revenues and eliminating non-successful drugs faster to save money.
In 2004, Procter & Gamble Pharmaceuticals faced a significant challenge. We were expecting a major influx or work, but were not going to be getting any additional resources. We needed to be able to manage our project priorities and resources using a portfolio-wide system. We also needed to improve our productivity by increasing our project/pipeline capacity while keeping resources constant.
We turned to Critical Chain Project Management (CCPM) with its emphasis on execution management to help us standardize our processes. ...
In 2004, Procter & Gamble Pharmaceuticals faced a significant challenge. We were expecting a major influx or work, but were not going to be getting any additional resources. We needed to be able to manage our project priorities and resources using a portfolio-wide system. We also needed to improve our productivity by increasing our project/pipeline capacity while keeping resources constant.
We turned to Critical Chain Project Management (CCPM) with its emphasis on execution management to help us standardize our processes. ...
Via Joe Cooper
CCPM at Procter & Gamble...