Introduction to Abstracts: Dia 2001 Euromeeting: Best Practices in the Management of Global Drug Development
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0092-8615/2001 Copyright 0 2001 Drug Information Association Inc.
INTRODUCTION TO ABSTRACTS: DIA 2001 EUROMEETING: BEST PRACTICES IN THE MANAGEMENT OF GLOBAL DRUG DEVELOPMENT ROLFF. TIGGEMANN, PHD Vice President Product Development Europe, AAI International, Neu Ulm, Germany
THE DIA 2001 EUROMEETING in Barcelona, Spain offered a special track on “Best Practices in the Management of Global Drug Development.” One of the track’s aims was clearly to point to the significant value added by both the implementation and use of project management principles and strategic project portfolio management. Speakers with a broad range of experience in the pharmaceutical industry impressively demonstrated the importance of an organization having the functions of project and project portfolio management in place and also showed ways to learn about their value. Many conferences discuss the changing environment for health care, especially pharmaceuticals, at length. Awareness of these trends and potential discontinuities should affect project selection and targeting. Some compounds will do better under certain market scenarios than others. However, organizations that can provide evidence of significant, value-creating shifts in their project portfolio selection are still rare.
Our speakers in Barcelona looked closely at today’s project management essentials and rationales, and ways to manage project portfolios. There has been enormous progress in costs, time, technical uncertainty, and commercial prospects-the four leading elements that organizations must understand in order to succeed. The following abstracts presented at the DIA 2001 Annual EuroMeeting address state-of-the-art project and project portfolio management methodologies, and ways to achieve project and project portfolio management. These articles and one abstract reflect how projects are driven or redirected by leading pharmaceutical companies. They also describe how major changes have been successfully implemented with the active support of organizations that have gained a clear idea of the value added and, therefore, have elevated project and project portfolio management in importance and focus.
Reprint address: Rolf F. Tiggemann, PhD, Vice F’resident Development Europe, AAI International, D 89231, Neu Ulm, Germany. E-mail: [email protected].
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