June 23, 2010 – Life Science PM Group: June Meeting

Life Science PM Group: June Meeting

via Life Science Project Management by Steve on 6/2/10

Click here to register

Wednesday, June 23rd, 6:30 pm –9:00 pm
Hosted By
Franklin University of Ohio
8415 Allison Pointe Blvd.
Indianapolis, Indiana

Risk Management In the Life Science Industry
The tools for managing risk in life science projects will be shared. Examples using these tools will also be provided.

This interactive presentation will allow participants to discuss their questions and ideas with professionals facing similar challenges and opportunities. After the presentation, there will be time to network with the speakers, organizers of LSPM, and the other participants.

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May 27, 2010 – MWDG Meeting with Scott Willis

Please register on Acteva below before end of the business day 5/25/10.

Welcome to final MWDG topic until the summer break.  Given that we have some members caught up in the downturn of the economy over the past year, we are pleased to have Scott Willis facilitating our May 27 meeting on networking.  Please join us for our last meeting of the 2009/2010 year and the MWDG Leadership Team wishes you a safe and happy summer until we meet again in the Fall.

http://www.acteva.com/booking.cfm?bevaid=203665

Do you think about your career differently given the new world economy? Would you like to build better understanding of your own strengths and weaknesses? Learn to talk to other people and help them find connections and ask them to help you? Embrace the reality that life is about learning everyday and no one no matter how smart they are doesn’t need to sharpen his/her saw somewhere.

Join us as Scott Willis facilitates us through a night of Branding! Networking! And other tools to build your career!

Scott’s focus has been in sales and business development for over 25 years. He has held Director and VP roles in Sales and Business Development with such companies as Reebok, Sara Lee, Lowell Shoe, Kenra Hair Care, Product Action International and currently with Telamon Corporation.

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May 14, 2010 – Information Technology and Personalized Medicine

Information Technology and Personalized Medicine

Fri May 14, 2010 9:00 AM
IU Kelley School of Business Sponsored Event

For more information click here.

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May 20-21, 2010 – IHIF 2010 Supply Chain

2010 Midwest Healthcare Supply Chain Conference

May 20-21, 2010

Following the success of the 2009 conference, the organizers of the Midwest Healthcare Supply Chain Conference
have joined together to create a follow-on event to continue highlighting key issues in this sector.

Day One of the Conference will focus once again on emerging issues and solutions of strategic importance to all
players along the length of Healthcare Supply Chains.  Morning speakers include Mr. Emeric Labesse and Dr. Mark
Frohlich, will begin the dialog of the leading edge responses to improving the performance of Healthcare Supply Chains.
Luncheon speaker, Dr. Mahender Singh, will review recent findings from the MIT Efficient Healthcare Delivery Research
project as they relate to forecasts.  Four panels in the afternoon will delve even more deeply into what leading-edge
companies are doing to create success in Healthcare through supply chain management.

A second day has been added to this year’s conference.  Dr. Rafik Bishara, the current Chair of the Parenteral Drug
Association’s (PDA) Pharmaceutical Cold Chain Discussion Group, has developed a program that will examine, in
detail, the issue of Cold Chain Management.

Click here for more information.

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March 31, 2010 – Life Science Project Management Group General Mtg

Life Science Project Management Group March 2010 General Meeting

Date: Wednesday, March 31, 2010 from 7:00 PM – 9:00 PM (EST)

Location:

Kelley School of Business at IU
Room 3059 – Godfrey Graduate and Career Education Center
1309 E. 10th Street
Bloomington, IN 47405

10 Steps to Metrics that Matter
Reuben Vandeventer, Project Management Office, Baxter Biopharmaceutical Solutions

An interactive presentation and discussion on the common pitfalls of project, process and organizational metrics, and the steps that you can take to improve your metrics.

Success is something that we all strive for and we use many tools to achieve success, but none more over utilized than metrics – it’s all about metrics.  So the question must be posed: What are metrics?  Why do we want to know and see numbers, totals of numbers, averages of numbers and so on.  In this session, you will move through the progression of how to analyze your current state metrics, how to find weaknesses or flaws in those metrics and most importantly how to convert your metrics from lackluster to truly powerful. Design metrics that penetrate to the processes that matter by breaking down the 10 Steps to Metrics that Matter.

Can you attend?

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Interview with Tom Gardner of The RND Group

Interview with Tom Gardner of The RND Group

Tom Gardner

Tom Gardner

CQ: Tell me about RND Group.

The RND Group is a 13 year old business that provides full life cycle software engineering services specializing in medical device product development for FDA regulated products. We work with companies by partnering with their product development organizations in providing project management, requirements management, software engineering, and product testing services as needed to complement our clients’ existing engineering departments.

CQ: Who are your clients?

Our clients are leading providers for sample and assay technologies, and provide complete solutions for sample collection, nucleic acid purification, pathogen detection, and genetic testing. The broad range of solutions enables manual or automated sample processing in combination with downstream assays. Our clients develop instruments to help laboratories improve the cost, speed and efficiency of the diagnostics testing process. Our client’s instruments help labs deliver fast, accurate results to physicians and help improve patient care.

CQ: What do your employees like most about working at RND?

  • We love that we are working with clients who are developing solutions that truly make a difference in people’s lives.
  • We love working with the latest and greatest technologies
  • We love working at a company that truly practices its “Core Values”
    • Respect for the individual and the importance of a balanced life
    • Promote and foster a healthy environment fiscally, professionally and personally
    • Promote and foster professional respect and growth for individuals and teams
    • Commitment to the highest standards of integrity and ethics
    • Responsibility for service and philanthropy in our community

CQ: What is the biggest obstacle your company faces?

  • How do we maintain our quality growth and not sacrifice our “Three words below”?
  • That we are able to Attract, Integrate, and motivate new employees for our quality growth?
  • How do we clone our existing domain knowledge with our new hires?

CQ: Provide three words that describe your company.

Focused, Professional, Experienced

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Are You Allergic To Admitting Failures?

We recently blogged about the importance of learning from failures in order to achieve success. It was a short post, so here is a follow-up. I just finished reading “10 Ways Failure Leads to Success” on BNET. I love one of the thoughts in the post:

Unfortunately, many leaders seem to be allergic to the whole idea of admitting failure. I’ve seen it dozens of times with business leaders, political leaders, CEOs, and executives.

Here are a few of the items from their list:

  • Change management. Ever try changing a company system or process that involves lots of people? If you have, then you’ve failed. And if you didn’t learn from it, then you’re still no good at it.
  • Managing people. I don’t care what business schools say; you don’t learn this in school. You learn it on the job by making mistakes and learning what works and what doesn’t. Period.
  • Strategic planning. Any strategic planning process must begin with an analysis of what’s working and what isn’t. The “W” in SWOT stands for weaknesses, and with good reason.
  • Post mortems. If you don’t do post mortems on lost customers and failed product launches and marketing campaigns, you’re far less likely to get it right the next time.

Be sure to read the BNET article for the entire list.

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Tactics & Strategy – Tricky To Keep Balanced

I saw a “tweet” today asking Robby Slaughter of Slaughter Development to define tactics and strategy. This is a topic that’s near and dear to Creo Quality.

Robby responded with an article on the topic “Choosing Tactics or Strategy”.  Here are a couple excerpts:

A successful organization needs both a grand plan and everyday victories. Yet, if an employee is struggling to complete all of their work or is mired by inefficient procedures or policies, listening to the CEO talk vaguely about his dreams for the company will probably demoralize rather than inspire. Thinking big is important, but a sweeping vision will never materialize if everyday tasks are not done quickly and correctly.

Sometimes companies do need a strategic plan with broad objectives and targets measured in years and major initiatives; however before an organization can think big, it must be able to successfully achieve small tasks completely and efficiently. Large sweeping changes will flounder and likely fail if the everyday details are not in order. An emphasis on tactics—and especially on empowering individuals to take charge of their workflow—not only increases productivity, but helps build stakeholder satisfaction.

Robby is correct, except it should be “tactics and strategy” not “tactics or strategy”. In my experience, there are too many tactics and not enough strategy. Why is this the case? My suspicion is one of two things:

  • Executive leadership defines a vision so grandiose and vague that it becomes difficult, if not impossible, to execute. Basically, big strategy with little regard to tactics.
  • Executive leadership believes they are being strategic but really are purely tactical.

Dream big. Have those BHAGs (big, hairy, audacious goals). But be sure to come down closer to Earth to develop a sound strategic plan and then execute with tactics that are within your team’s capabilities.

Remember:

Strategy – Core directional choices that will best move you toward your hoped-for future

Tactics – Specific actions that will best implement your strategies.

If you are still stuck, contact Slaughter Development to help you with tactical plans and contact Creo Quality to help with strategic plans.

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