Designing Success into Outsourced Pharmaceutical Projects at the Proposal Stage
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0092-8615/2002 Copyright 0 2002 Drug Information Association Inc.
DESIGNING SUCCESS INTO OUTSOURCED PHARMACEUTICAL PROJECTS AT THE PROPOSAL STAGE MARTINH. JOYCE, MBA, C.P.M. Senior Purchasing Manager, Health Care Global R&D Purchases, Procter & Gamble Pharmaceuticals, Inc., Norwich. New York
A well-written project scope or statement of work is the cornerstone for any outsourced work. An effective scope document is written from the perspective of both the sponsor and the providel: Understanding and defining this mutual perspective requires considerably more effort, discussion, and internal alignment at the sponsor than is ojlen done. The work itself needs to be defined not only in the context of the specijic project, but also in the context of the sponsor S overall project objectives, project management expectations, and commercial philosophy. A project for which these objectives and expectations are clearly stated in a Request for Proposal (RFP) is far more likely to lead to success than a project in which objectives and expectations are not clearly defined. This article outlines those factors that should be considered in developing scope and other aspects of the RFE and offers suggestions for how this should be accomplished.
Key Words: Outsourcing; Request for proposal; Project management; Scope; Metrics
“I NEED A QUOTE, and I need it f a s t . . . how soon can you get started?!” In the world of pharmaceutical development, quality and timing are everything. A day-for-day slip in the launch of a new drug can be worth millions of dollars to a company’s bottom line. In the interest of moving quickly, however, hasty decisions, or the failure to make certain decisions, can cost more time and effort in the long run. For outsourced work, the greatest area of concern in this regard is the definition of project scope or statement of work. In a recent survey conducted by PharmSource Information Services examining outsourced project management, “Having a clear state-
ment of work outdistanced all other factors for success, and the absence of a clear scope of work was the foremost cause of poor project outcomes” (1). While defining scope is critical, it is also very important to consider a number of other factors that can influence the outcome of the sponsor-provider relationship. These are illustrated in Figure 1 and include:
1. Outsourced Scope of Work: This includes the actual tasks and deliverables to be performed by the outsourcing provider, 2. Specific Project Objectives, Activities, and Milestones: This factor addresses the context in which the outsourced scope has been developed. It should include that in,formation which may be necessary for the sponsor to define the scope, and which may assist the provider in understanding why the work is being requested in the
Reprint address: Martin H. Joyce, MBA, Senior Purchasing Manager, Health Care Global R & D Purchases, Procter & Gamble Pharmaceuticals, Inc., PO Box 191, Norwich, NY, 13815.
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