PROJECT RESOURCE PLANS
Leveraging PD activity maps, CMC project leaders have assumed accountability for leading project resource planning and reporting,
as well as for staying within project budgets, as defined by their CMC contracts. Functional-area managers are still accountable
for staying within the cost center budgets that they manage. To support their efforts in this regard, modular project resource
plans (PRPs) have been developed as a focal tool for cross-functional alignment with functional-area managers and resource-capacity
planning systems. Since PRPs are prepopulated with data from PD activity maps, the need for customization is minimized. The
PRPs also facilitate agreement between the CMC project team and the functional-area managers who own the specific resources.
Use of the modular PRP process within each CMC contract stage has allowed simplicity when scaling of our planning capability,
and enhanced planning accuracy.
Finance Department Perspective on Changes in Process Research and Development
With the implementation and integration of these new business processes, organizational changes, and decision-making frameworks,
Genentech has positioned PR&D for success in delivering the expanding pipeline. PD activity maps for unnamed new molecular
entities (NMEs) and PRPs for existing planned NMEs can be consolidated and extrapolated to create resource-capacity models
that enhance functional-area managers' ability to anticipate resource shortfalls or surpluses, move resources across functions,
or justify additional hires. These spreadsheet tools and processes prepare the organization for future enterprise-wide project
and resource-management systems. The organization can then pursue the ultimate goal of portfolio resource management: end-to-end
balancing of resources across new and existing products to manage risk and improve returns.
In conclusion, our scientists are developing into leaders who are capable of determining the optimum balance between science
and business. The perspective of the scientist offers an expansive vision of possibilities; the business perspective helps
drive the selection of choices that are profitable—ultimately benefiting our patients.
Maurits Trouerbach, Ken Achacoso, Susan Smigelski, Connie Veilleux, Ka Kam, Lisa Wyatt, Qi Chen, John Joly, Amy Shen, Linda
Khym, Kyle Derstine, David Chang, and Ann Lee.
Sue E. Steven, PhD, MBA, is a senior director of process development–business excellence, strategy, and training at Genentech, Inc., South San Francisco,
CA, 650.4670.5439, firstname.lastname@example.org
1. Oliver Wight International, Inc. The Oliver Wight ABCD checklist for operational excellence. 5th ed. New York, NY: John
Wiley & Sons, Inc; 2000.