how becton dickinson gained visibility into their global...
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How Becton Dickinson Gained Visibility into their Global R&D and IT Portfolios
Scott Cussimano VP and Microsoft EPM Technology Specialist - UMT
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Key EPPM Concepts
BD Company Overview
BD Process
BD Portfolio Challenges
BD Portfolio Solution and Strategy
BD Lessons Learned
Q&A2
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Ability to Realize Business-Value Potential75% 100%
66%
100%
0%
Portfolio Management
Project Management
50%Value Realized
50% Value Lost
Project Managementhelps ensure organizations successfully deliver the selected investments and realize the business value
Portfolio Management enables organizations to identify and select the investments that will maximize business value
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BD’s Strategy:To serve the world's population as a global leader in developing and applying technologies to solve emerging, important, sometimes underappreciated and fundamental healthcare problems with discipline and committed service to our customers and shareholders.
Headquarters: Franklin Lakes, NJ USASize (2008):
$7.155B annual revenue~28,000 employees in ~50 countries
Organization Structure:Executive Leadership (BDX)3 Segments: Medical (BDM), Diagnostics (BDD), Biosciences (BDB)9 Organizational units
Customers:Healthcare Institutions, Life Science Researchers, Clinical Laboratories, the Pharmaceutical Industry and General Public
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BD: Meeting important, underappreciated healthcare needs
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Concept Definition Develop Qualify Launch
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Cross-Functional Core Teams
Portfolio Decision Team
Business Review Process
PDT Review
PDT Review
PDT Review
PDT Review
GPDS provides a structured, cross-functional development and review process to improve project and portfolio performance
Core Team Leaders managing a project team to deliver a technically and financially successful project
Cross-functional leadership team evaluating project performance within greater project portfolio context.
Multiple technical, commercial and design evaluations.
US Sales &
MktgR&D
Quality
Operations
Global Sales& Mktg
LegalHR
Open
Open
Core Team
Leader
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“’Companies without effective new product portfolio management and project selection face a slippery road downhill.”
-Robert Cooper, creator of Stage-Gate® product development process
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Connecting the Capability Silos
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Portfolio management is the nexus of each unit’s management system
Strategy
Development
Revenue Planning &
Budget Development
Portfolio
Management
Project ExecutionFunctional Resource
Management
Strategic Priorities & Current Operations
Strategy Priorities
Project Priorities, Selection, & Decisions
Project Value & Progress
Investment & Performance
Targets
Resource Supply
Master Project List, Performance to
Target
Business Structure
Resource N
eed & Supply
Resource Need & Assignment
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G3 is a multi-phased BDX initiative that will deliver a single, GPDS-based project portfolio management framework, representing both process and technology, to BD’s functions resulting in a new level of:
1. Global Governance over Product Development Investments2. Global Harmonization to drive apples-to-apples comparison3. Global Transparency to ensure all stakeholders have the information
they need make effective project portfolio-related decisions
Global TransparencyGlobal Harmonization
Global GovernanceG Portfolio Initiative3
“Where GPDS Portfolio Management meets World-Class Technology solutions“
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Cross-Functional Project Excellence (Core Team Leaders)
Unit Product Portfolio Management (Portfolio Decision Teams)
Segment Strategy (Segment EVP, CFO)
Corporate Strategy and Budget (Office of CEO, Operating Committee)
BDX
BDB
Unit 1 Unit 2
BDD
Unit 6 Unit 7
Core Team
BDM
Unit 9
Core Team
Core Team
Portfolio management and governance at BD
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Operating Committee
BD Diagnostics Segment
BD Medical Segment
BD Biosciences Segment
Portfolio
Portfolio
Portfolio
BDXPortfolio
Manufacturing
Existing Investment Lenses
G3 SystemBreak Break ThroughThrough
New ProductNew Product
Line ExtensionLine Extension
Break Break ThroughThrough
New ProductNew Product
Line ExtensionLine Extension
A single repository, governed by GPDS, for all of BD’s NPD and OE investments!
Enhanced Investment Analysis
(e.g. Strategic Valuation)
IT
Organizational Segments Corporate Functions
Marketing
OE
Regulatory
G3 Environment
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Portfolio
Portfolio
Portfolio
Portfolio
Portfolio
BD
Segm
ents
Operational E
ffectiveness
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Operating Committee
Medical Surgical Systems PDT
Diabetes Care PDT
Pharmaceutical Systems PDT
Ophthalmic Systems PDT
Immunocytometry Systems PDT
Pharmingen PDT
Discovery Labware PDT
BDXPortfolio
PreAnalytical Systems PDT
Existing Investment Lenses
G3 SystemBreak Break ThroughThrough
New ProductNew Product
Line ExtensionLine Extension
Break Break ThroughThrough
New ProductNew Product
Line ExtensionLine Extension
A single repository, governed by GPDS, for all of BD’s R&D investments!
Enhanced Investment Analysis
(e.g. Strategic Valuation)
Diagnostic Systems PDT
Organizational Units Organizational Units Organizational Units
G3 Environment (R&D Breakdown)
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BD
Medical S
egment
BD
Diagnostics S
egment
BD
Biosciences S
egment
Portfolio
Portfolio
Portfolio
Portfolio
Portfolio
Portfolio
Portfolio
Portfolio
Portfolio
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CapabilityGovernance
Design Review
Commercial Review
PDT Review
WorkflowCONCEPT DEFINITION DEVELOPMENT QUALIFICATION LAUNCH
Project Info & Contract
Process
Project Business Case
Portfolio Analysis
Integrated process and platform to provide actionable information.
G3 Configured to Support GPDS
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0% 5% 10% 15% 20% 25% 30% 35%
Driver 1
Driver 4
Driver 3
Driver 8
Driver 5
Driver 10
Driver 7
Driver 2
Driver 9
Driver 6
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Builder is the “Single Sourceof Truth,” where project and portfolio information is stored, such as project type, financials, strategic impact, and project governance (Workflow)
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Optimizer is the analytical component that features sophisticated tools such as Analytical Hierarchical Process and Efficient Frontier to help guide your investment decisions. Optimizer provides the ability to force projects in or out, create project dependencies, and optimize based on multiple constraints (strategy, financial, risk, schedule).
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Dashboard provides tracking through a quick status view of key project indicators.
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- , 2%
52 , 61%
105 , 75%
157 , 85%
210 , 92%262 , 96%
314 , 99%
367 , 101%
419 , 101%
472 , 102%
524 , 102%
0%
20%
40%
60%
80%
100%
0.00 100.00 200.00 300.00 400.00 500.00 600.00
NPV
(%)
R&D FY10 to FY12 ($M)
BDX Efficient Frontier
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Initial Implementation
Expansion & Refinement
Broad Adoption & Deployment
UMT’s Implementation-to-Success Approach
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“Building the Foundation”• Envisioning• Introduction to methodology• Best Fit Configuration• Early Adopters
“Scaling up”• Portfolio Calendar• Process Integration• Knowledge Transfer• Broader Audience
“Sustaining”• Training and on-boarding• Socialization• Continuous improvement• Enterprise capability
Communication and Socialization
Prepare for Change
Execute the Change
Sustain the Change
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Q1FY08 Q2FY08 Q3FY08 Q4FY08
Phase IR&D
Phase IIR&D
Phase IIIGlobal IT
30= Go-Live Dates
Phase IVBDT
Build& Deploy
Foundation
Global R&D Roll-Out
Drive Deep Adoption…BDX Portfolio Guidelines & Analytics
G3 Global ITRoll-Out
G3 ProcessAlignment
Excel Based GlobalPortfolio Reviews
Phase IVPlanning
Our Phased Implementation Approach
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• Compliance• Single Source of Truth
• Portfolio Optimization• Complete
There is a wide array and depth of capabilities in the Microsoft EPM System and fully exploitingthese capabilities requires time and resources. As a result, we prioritized the implementation ofthese capabilities based upon our organization’s portfolio needs.
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Improve Visibility
MaximizeValue
Reduce Execution
Risk
Improve Effectiveness
& Agility
•Single Source of Truth•Value/opportunity management•Automation of Stage/Gate Model•Status and Tracking
•Risk Assessment & Re-evaluation•Pipeline vs. Capacity Planning
•Portfolio Scheduling
•Portfolio optimization and selection•Consensus on Strategic Priorities•Align Portfolio to Strategy•Portfolio Balancing
•Develop Standards and Best Practices
•Managing Project Priorities•React to External Forces –
Economic, Competitive, Market, Regulatory
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• Must engage leadership at every level of portfolio review• Stakeholder input ensures that the design and process is robust and
repeatable
Organization
• Need clear definition of roles and responsibilities to coordinate and execute portfolio reviews
• Data quality is critical and standards need to be centralized and enforced
Process
• Platform needs to be flexible to accommodate different project types and functions
• More active users ensures freshness of data
Technology
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Step 1 As-Is Process Analysis / CTQ Gathering
Step 2
Industry Research on Topic
Case Studies From EPM Vendors
Step 3
CTQ Refinement / Creation of High-Level To-Be Process
CTQ #1…CTQ #2…
CTQ #1…CTQ #2…
Step 4 Vendor Interviews / Demos
Step 5 RFP Process / Final Vendor Selection
Our CTQs
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37Microsoft Confidential
Consulting
Technology Support Training
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Why Microsoft and UMT?
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CTQs Microsoft and UMTFlexible Workflow to Support Different Functions within a Single Repository
Met
Granular User Security Controls to Protect Integrity and Confidentiality of “Crown Jewel” Investment Data
Exceeded
Capability to be a long-term Trusted EPM Technology and Process Partner…”Start with Portfolio Mgmt and evolve into an Integrated Portfolio Mgmt and Work Mgmt solution”.
Exceeded
Ability to integrate with and have deep knowledge of Existing Project Management Tools (Project Server 2007)
Exceeded
Top 4 Critical To Quality (CTQ) Requirements of our EPM Partner: