QSO 680 Milestone Three Guidelines and Ru
ic
Overview: For the final project in the course, you will analyze the case study Value-Driven Project and Portfolio Management in the Pharmaceutical Industry and
additional course resources to create a program performance report for a hypothetical organization. The completion of this assessment will allow you to
demonstrate your knowledge of program-level management and your ability to develop key executive reporting following standard frameworks.
In this milestone, you will develop a resource management plan and update your project using MS Project software. When building a project plan, project
managers use the resources an organization makes available to complete the work necessary to deliver the project. When a project manager builds a project
plan, work packages are created that define the specific work activities that need to be completed. It is essential that a project manager understand what work
needs to be completed so he or she can determine what resources (people, materials, knowledge, money) are needed, for how long (duration), and when these
esources are needed (schedule). Some of this will be known and some unknown.
During the early stages of a project (initiation phase), there are many unknowns, so planning is not precise. During the execution phase, accuracy of managing
esources is essential for project and program management success. A project manager wants to use organizational resources as efficiently as possible.
Ideal resource management ensures the project manager has the right people working on the right work packages at the right time.
Prompt I: Thus far in the course, you have completed a case study overview, a project charter, and a project scope statement. You have also set up your project
using MS Project software. In this milestone, you will develop a resource management plan and update your project with this material using MS Project
software. An Excel spreadsheet template has been provided for your use in creating a resource management plan. If you prefer a different format, you are free
to use the format you prefer.
You will determine what your resource management plan will need, but at a minimum it should include the following critical elements:
I. Provide a list of human resources required for the project.
II. Identify the specific skill set needed.
III. Describe the roles and key responsibilities for each job type.
IV. Provide a list of equipment items to be used.
V. Identify the purpose of each equipment item.
VI. Identify the types and quantities of equipment needed.
VII. Provide a list of materials needed.
VIII. Identify people or resource constraints (dates of availability).
IX. Identify the specific planning dates when resources are needed.
Commented [1]: Production: link to
qso680_resource_management_spreadsheet
http:
search.proquest.com.ezproxy.snhu.edu/docview/ XXXXXXXXXX?pq-origsite=summon&accountid=3783
Prompt II: Once you have completed your resource management plan, you will use this resource plan to update your project using MS Project software. Using
the file you created in Milestone Two, update your project to include the following critical elements:
I. Assign resources to tasks.
II. Create a project calendar.
III. Create calendars for each resource.
IV. Apply any of the constraints you identified in your resource plan.
V. Add to the task Notes field any additional or new information.
VI. Document any assumptions you made regarding resources and turn that in (as a Word document) with your assignment.
VII. Assign yourself as the project manager and assign your instructor as the project sponsor.
This file, which is a combination of Milestones Two and Three, should be submitted as an MS Project (.mpp) file. Do not submit it as a .pdf.
As needed, use the following Atomic Learning tutorials to help you set up your project using MS Project software:
Atomic Learning: Project 2013 Training:
D. Resources
Ru
ic
Guidelines for Submission: Your resource management plan can be submitted in any appropriate format as long as all critical elements are covered. All citations
should be in APA format. In addition, you will submit an MS Project file (.mpp) that combines the work from Milestone Two with this milestone.
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Human Resources Provides a list of human resources
equired
Provides a list of human resources
equired but list is incomplete
Does not provide a list of human
esources required
7
Skill Set Identifies necessary skill set Identifies necessary skill set but
identification is inaccurate
Does not identify necessary skill set 7
Roles and Key
Responsibilities
Describes roles and key responsibilities
for each job type
Describes roles and key responsibilities
for each job type but description lacks
necessary detail
Does not describe roles and key
esponsibilities for each job type
7
Equipment Provides list of equipment items
needed
Provides list of equipment items
needed but list is incomplete
Does not provide list of equipment
items needed
7
Purpose Identifies purpose of each equipment
item
Identifies purpose of each equipment
item but identification is inaccurate
Does not identify purpose of each
equipment item
7
Types and Quantities Identifies equipment item types and
quantities
Identifies equipment item types and
quantities but identification is
incomplete and/or inaccurate
Does not identify equipment item
types and quantities
7
Commented [2]: Production: Here we would like to link
out to the entire Project 2013 Training li
ary on Atomic
Learning, link is provided.
https:
www.atomiclearning.com/highed/project-2013-training?cn=snhu
Materials Provides list of materials needed Provides list of materials needed but
list is incomplete
Does not provide list of materials
needed
7
Resource Constraints Identifies resource constraints Identifies resource constraints but
identification is inaccurate
Does not identify resource constraints 7
Planning Dates Identifies resource planning dates Identifies resource planning dates but
identification lacks logic
Does not identify resource planning
dates
7
MS Project: Assign
Resources
Assigns resources to each task Assigns resources to each task but
assignments are inaccurate and/or
illogical
Does not assign resources to each task 5
MS Project: Project
Calendar
Creates an MS Project calendar Creates an MS Project calendar but
calendar is inaccurate and/or illogical
Does not create an MS Project
calendar
5
MS Project: Resource
Calendars
Creates an MS Project calendar for
each resource
Creates an MS Project calendar for
each resource, but calendar is
inaccurate and/or illogical
Does not create an MS Project
calendar for each resource
5
MS Project:
Constraints
Applies constraints identified in
esource management plan
Applies constraints identified in
esource management plan but
application is inappropriate
Does not apply constraints identified in
esource management plan
5
MS Project: Notes Adds additional information to Notes
as necessary
Adds additional information to Notes
ut notes contain gaps in information
Does not add additional information to
Notes as necessary
5
MS Project:
Assumptions
Documents assumptions upon which
esources are assigned
Documents assumptions upon which
esources are assigned but
assumptions are illogical and/or
incomplete
Does not document assumptions upon
which resources are assigned
5
MS Project: Assign Assigns project manager and project
sponsor
Does not assign project manager and
project sponsor
4
Articulation of
Response
Submission has no major e
ors related
to citations, grammar, spelling, syntax,
or organization
Submission has major e
ors related to
citations, grammar, spelling, syntax, or
organization that negatively impact
eadability and articulation of main
ideas
Submission has critical e
ors related
to citations, grammar, spelling, syntax,
or organization that prevent
understanding of ideas
3
Total 100%
untitled
© 2008 PALGRAVE MACMILLAN XXXXXXXXXXJOURNAL OF COMMERCIAL BIOTECHNOLOGY. VOL 14. NO 4. 307–325 OCTOBER XXXXXXXXXX
www.palgrave-journals.com/jc
INTRODUCTION
The increasing discussion about rising
healthcare cost is fuelled by reports that
General Motors paid more for healthcare than
XXXXXXXXXXValue-driven project and
portfolio management in
the pharmaceutical industry:
Drug discovery versus drug
development – Commonalities
and differences in portfolio
management practice
Kerstin M XXXXXXXXXXBode-Greuel XXXXXXXXXXand Klaus J XXXXXXXXXXNickisch
Date Received (in revised form): 31st January, 2008
Kerstin M. Bode-Greuel
is founding and managing partner of Bioscience Valuation in Germany and USA, and of Bioscience Market Research, USA. Her 20-year
experience covers virtually all therapy areas in pharmaceutical R & D and strategic marketing. She held senior positions at Bayer AG,
and after fi ve years of independent management consultancy, co-founded Bioscience Valuation. Her publications include two expert
SCRIP reports, professional journal articles and chapter of a textbook. She is Associate Lecturer at University of Essen ’ s Masterclass
programme, as well as speaker / workshop leader in international conferences. Kerstin studied medicine in Germany and UK, and was
educated in corporate fi nance at the Wharton School of the University of Pennsylvania.
Klaus J. Nickisch
received his PhD in Organic Chemistry from the Technical University Berlin in 1979. He then joined the Schering AG as a medicinal
chemist doing research work in the endocrinology and cardiovascular fi eld for fi ve years. In 1985 he moved into development and
fi nally led the chemical development department for many years. In 1999 he moved to project management and became head of
project- and portfolio management of Specialized Therapeutics, a business unit of Schering AG located in the US. He fi nally got
promoted to heading global project management. After the acquisition of Schering AG by Bayer AG, he joined the Berlin School
of Economics where he is now in charge for building a new MBA programme for pharmaceutical management.
Abstract
The concept of portfolio management has been widely used in the pharmaceutical industry. It is used
to evaluate the commercial value and the risk structure of development projects. The fi nal