Archive for Program Management

A Top 10 Pharmaceutical Leverages CorasWorks for Program Management of $200M Global Product Serialization Initiative

drugs

The pharmaceutical industry is going through a significant change in manufacturing and supply chain management driven by emerging global government mandates for them to “serialize” their products.  Each unit of product must have a unique ID that can be tracked through the full supply chain to the end user customer. This is to insure quality, to enable tracing, and also, to suppress the use of counterfeit drugs (estimated at 10% of the worlds’ drugs).  The mandates have been coming out across the globe over the last few years.  The US is on the verge of putting their “mandate” in place this year.  (Click here to learn more about pharmaceutical product serialization.)

In this article I will look at how our customer, one of the top 10 pharmaceuticals, used CorasWorks to create a Program Management solution that is used to manage their $200M global product serialization manufacturing change program.  I will also address how the process worked as this story is a great example of how customers are able to achieve breakthrough results without the risks, costs, and time delays that are common for most enterprise application projects.

The Challenge

This customer is a very large manufacturer of pharmaceuticals – one of the worlds largest.  These mandates from around the world are requiring them to update all of their manufacturing lines to support the unique ID serialization requirements for each unit that is produced.  Different mandates from different countries/regions also have different requirements.  This process will cost our customer 200 million dollars over the next five years.  They will need to upgrade more than 100 different manufacturing lines in 400 different projects around the world in more than 20 countries.

The objective of our customer was to be able to centrally manage the program across the globe.  They had a strategic team in place to drive this initiative globally.   They had very precise requirements such as:

  • They needed top down management visibility and the ability to then drill down in details.
  • They wanted to be able to see all of the projects by a) defined KPI’s for the b) defined stages of work.
  • Their process requires that each local manager provide updates on each project each month.
  •  Most projects actually had two workstreams, so two different updates, for a total of 400 managers providing updating.
  • They wanted the ability for comments for each update.
  • These updates drive the KPI’s from the bottom, up the stack.
  • There were very complex KPI roll-up calculations so that KPIs would cascade upward from the base project to the top of the Mandate, Geography, Country, Product, etc.
  • The customer then wanted to be able to see where everything stood by different pivots such as by Mandate, by Country, by Product, by Workstream, by Line within in a real time, interactive interface.

The customer had detailed, application specific requirements for the Program Management system. Yet, time was short.  Some projects were already under way, so they wanted the system relatively quickly targeting about 4 months. They had evaluated options of custom development however the cost, risk of delivery, and length of time to delivery deterred them from this option.  They also looked at leveraging other owned Project Portfolio Management systems, however, they needed very precise features and in effect this made the use of these systems as risky as custom development.

So, the challenge was how to:

  • get a Program Management system that met their very precise requirements
  • in a relatively short time frame
  • at the lowest cost possible and without “breaking the bank”
  • with an acceptable level of risk of delivery
  • that would support changes as the program evolved and lessons were learned
  • and that was acceptable to IT today and supportable over the 5 years of the program.

The Solution

This customer uses SharePoint 2010.  In fact, they are in the Top 100 of SharePoint deployments supporting more than 80,000 users across four global regions.  They have adopted an Enterprise Shared Services Environment (ESSE) model in which they have a common infrastructure that is shared across all global geographies, all business groups, and, all employees.  They have three different farms (server environments) for different categories of work.

  • The Enterprise Shared Services Environment for those applications that do not require any custom compiled code.
  • A Custom Environment that allows custom code but is much more expensive to manage.
  • A Regulated Environment that is certified for regulated processes and information such as Clinical Trials.

They have been a CorasWorks customer since 2004.  The CorasWorks  v11 Work Management Platform is part of the infrastructure on the Enterprise Shared Services Environment available to all 80,000+ users.  The complex requirements of this Program Management application were more sophisticated than just about any other application running on ESSE.  However, they believed that it might be possible to build and deploy it on ESSE.  This would mean that it would have to be created without requiring custom coding, just leveraging the CorasWorks Work Management Advanced Configuration Tools.  If it worked, it would also mean that they could meet all of the challenge criteria noted above.

Working with the customers’ Service Delivery Team for the manufacturing group (that delivers applications to that group on ESSE) we did a quick pilot to simulate the applications’ operating requirements in the ESSE environment.  This was successful and the business customer decided to go with CorasWorks software and CorasWorks Professional Services to build the application on the ESSE environment.

This was a joint application development project.  The Service Delivery Team had built other applications using CorasWorks within ESSE so they were familiar with the core capabilities of CorasWorks.  They were able to work closely with CorasWorks on the design, the requirements, the testing, and changes.  They also handled the interactions with the business group.  The teams approach was an Agile methodology with the objective of having an early working solution in place, that would be built through sprints with user input.  In sum, it was a highly collaborative project between CorasWorks, the customers’ Service Delivery Team, and the business user group.

The Result

The base application was deployed for initial testing within 60 days.  The ability to quickly get the base application with a full information data set up and running was important for real time user input and changes.  It went through a series of sprints for additional phases and changes.  In addition, the application was re-factored three times in order to accommodate the changes and stay within the specified end user performance limits.

In sum, within 5 months the system went from development to enterprise production within the ESSE environment. Comparing the results to the challenge criteria stated above, the system was delivered:

  • meeting the specified technical requirements and the ones that came up through ongoing changes
  • almost within the time frame (it actually took an extra month to finish the project due to elapsed time delays with changes, user testing, and data loading) – but the project was still 2x faster than alternatives had been estimated
  • within the specified budget – that was about half of the initial estimate for competitive alternatives
  • the risk was mitigated by the known factor of CorasWorks capabilities on the ESSE environment
  • the resulting system is fully supportable by the customers’ Service Delivery Team since it is built on the open standard CorasWorks platform
  • and IT was already supporting ESSE and CorasWorks and will continue to support it as part of their global ESSE environment

My Wrap Up

This customer now has the capability to manage the global product serialization program.  They are in a great position to work towards success.  The program, an important one for them (remember counterfeiting is 10% of drugs), is also very important to the health and safety of all of us.  By investing to put the proper, well specified, program management system in place to support their defined process they have decreased their risks and increased their probability of success because they are providing a lot more visibility which drives greater accountability for results.

The General Challenge.  Most business-driven Program Management solutions are very custom.  It is the nature of the beast.  It is also a key to competitive differentiation.  Your programs/initiatives tend to be your big value creating or risk reducing activities.  But, it is very difficult and almost counter-productive for a vendor to try and build a general product for this purpose.  There are some COTS Program Management systems, but, if you try to use them for a significant program like this one you’d have to basically rip them apart to deliver on a typical set of requirements.  The unique flexibility of the CorasWorks Work Management platform makes it a very effective way to deliver on these custom Program Management applications.  As shown in this example, effectively they used a COTS product (CorasWorks) on an existing enterprise shared services (ESSE) platform to create a very custom Program Management solution without requiring any new custom compiled code.

william

$1B+ Top 25 Government Contractor Enhances Contract/Program Management for Customer and Supplier Interaction

Hub-Spoke PM

This customer is a top 25 Federal Government Contractor with more than $1B in annual revenue.  They are an existing CorasWorks customer using CorasWorks in their Extranet and Intranet work environments running on Microsoft SharePoint 2010.  This is a story of how they have enhanced their Program Management environment (Contract, Programs, IDIQs, Task Orders, etc) to support managed, interactivity between their Employees and their Customers and Suppliers.  The key interactive process they are focused on is Customer Reporting, primarily CDRL deliverables.  The article will describe the design of their solution, what we call the Hub and Spoke design, which enables this managed, configurable type of “role-based” interactivity. 

Situation

They have defined and are building out a broad Integrated Program Management System (IPMS) with multiple sub-systems.  They are doing this leveraging their SharePoint environment.  They are using CorasWorks for specific sub-systems of this environment such as IDIQ Task Order Management.  They are also using CorasWorks to enhance certain custom built sub-systems such as the subject of this article.

They had a version 1 of a Program Management sub-system that is targeted to encompass more than 1,000 contracts/programs when fully rolled out.  Their objective is to be able to manage the work for each contract/program that they have as part of a unified system.  Like most SharePoint systems, with v1, they had a basic framework with a Program site at its core.  This is where the Program Manager and internal team could collaborate.  But, the v1 lacked the key capability to interact with Customers and Suppliers, particularly around CDRL deliverables. With customers, they wanted to structure the Customer Reporting (primarily CDRLs) workstream.  They also wanted customers to be able to make requests.  With Suppliers, they wanted them to provide their reports to them in a structured way which then became part of the reporting to customers.  They also wanted to be able to interact with the Suppliers.

Their key design objective was for the internal employees to be able to see and manage all of the activity, but, the Customers and the Suppliers would only be able to see, contribute, and act with information/tasks that were specifically available to them.  In addition, they needed flexible.  Effectively every contract/program is somewhat different.  So, the system had to accommodate the need to make changes at the Program level to meet the specific needs of the customer.

Solution

They leveraged CorasWorks to get to their new version 2.  For this version, they shifted the system to their Extranet environment.  This reflects the key recognition that program interactivity between Employees, Customers, and Suppliers simply has to live outside of the Intranet.   

As above, the core new process was the management of the CDRL deliverables for each Contract/Program.  The general design is as follows:

  • Each contract/program has a site – lets call it the Program hub.  This is where the internal employees work.
  • When a Program Hub is created they can auto-provision a separate Customer site and one or more Supplier sites as required.  We refer to these as Consoles.  They are effectively Spokes of the Hub. 
  • The Program Manager manages their work and interactivity with Customers and Suppliers through the Program Hub.
  • With CDRLs, they define each CDRL in the Program Hub.  Effectively, it is a task with a due date that can be tracked and managed.
  • When it is time, they prepare the reports, which might include interactivity with Suppliers.
  • The CDRL deliverable is then “published” for access by the Customer.  They are automatically notified and can go to their Customer console to view the information and interact. 

In addition to the enhancement around Customer Reporting, they enhanced a number of other features. Two key enhancement were:

  • Integration with their external ERP system to provide real-time updates to the Program Manager.
  • Task (Action Item) management for the Program members with work automation.

Results

So far, they have brought up more than 100 Contracts/Programs into the new system.  For each contract/program the CDRL process is managed as above.  Some Programs don’t have Suppliers, while others do.  The full cycle is now tracked (to insure completion of the deliverable) and documented (for auditing).

The flexibility that they wanted is achieved just by their use of CorasWorks.  This enables the Program Managers to modify the CDRLs that are delivered and to turn on and off features as required by the contract.

 

Wrap Up and Summary

This solution is a good example of how to leverage CorasWorks to enhance a system that you already have on SharePoint.  I’ll drill down into two important capabilities that make a big difference in the success of this solution.

Cross-Connect – CorasWorks has the native capability to enable you to See, Contribute, and Act across SharePoint Sites and SharePoint Site Collections.  This “cross-connect” capability enables the Hub and Spoke, interactive design that was used for this solution.  Effectively, you are creating role-based “work consoles” that only enable uses to see, contribute, and act as you determine.  This means that you DO NOT have to give these external parties direct access into a SharePoint site.

Feature Flexibility – A key benefit of their use of CorasWorks is the feature flexibility on a program by program basis.  If you have a fixed, custom built, proprietary system, then, it would either a) be very difficult to change to accommodate each customer/program (unlimited permutations) or b) be very costly to set up and maintain separate systems for each program and customer to accommodate their specific needs.  Using CorasWorks, the customer has the flexibility to add new interactive features on a program by program basis.  These features become part of the framework and may be simply turned on and off (by business users such as the Program Manager) to meet the needs of the Customer and/or Supplier.  Features enabled for one program do not affect other programs.

william