2025 COMING SOON

2024 Breakout Discussions

Back by popular demand, the value of these interactive sessions cannot be overstated. These lively exchanges not only enhance learning, but they also create a vibrant networking environment, fostering community and inspiring future collaborations.

Coming soon.

TABLE 1: Project Prioritization Frameworks for Investment Decision Making and Allocating Resources
Elayne Ko, Director, Portfolio Decision Sciences, GlaxoSmithKline
Gregory Wayne, PhD, Senior Director, Decision Sciences Group, AbbVie, Inc.

What analysis do you use to evaluate investments and resource planning?
How do you prioritize resources when evaluating both internal and external projects against each other?

TABLE 2: Achieving The Right Balance Between Top-Down (Strategic & Enterprise) Driven and Bottom-Up (Asset-Focused) Driven Decision Making
Leslie Lippard Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals

What processes do you have for making asset-level decisions and for making portfolio-level decisions?
How does optimizing the asset level impact the portfolio level, and vice versa?
What are the best practices that allow companies to achieve balance at both the asset-level and the enterprise level, at a reasonable level of time and energy spent on analytics and oversight?

TABLE 3: Building Partnerships between Project Management, Resource Management, Functional Management, and Finance to Drive Productivity
Stephen Cho, PhD, Senior Vice President & Head, Portfolio Strategy & Analytics, Strategy & Growth, Novartis
Michelle Shogren, CEO & Owner, Innovate in What You Do!; former Senior Director of Innovation, Pharma R&D Clinical Operations, Bayer
Joe Stalder, Vice President, Program Management, Zentalis Pharmaceuticals

What are the pitfalls to avoid when trying to develop partnerships internally?
What is an “engagement model” to use to establish trust, uncover real resource needs, and maintain a strong relationship with each department?

TABLE 4: Balancing Internal R&D Investments and Resources with External Collaborations
Gregory Wayne, PhD, Senior Director, Decision Sciences Group, AbbVie, Inc.
Elayne Ko, Director, Portfolio Decision Sciences, GlaxoSmithKline

What analysis do you use to evaluate investments and resource planning?
How do you prioritize resources when evaluating both internal and external projects against each other?

TABLE 5: Applicability of AI within Project Decision-Making and Portfolio Management: Where and When would AI Be Relevant and Applicable
Joe Stalder, Vice President, Program Management, Zentalis Pharmaceuticals

Where have you seen application of AI in decision making and project management?
At what specific areas and stages is AI likely to bring significant value?
What potential pitfalls and roadblocks should teams be on the lookout for?

TABLE 6: Influencing, Initiating and Executing Organizational Change Management
Stephen Cho, PhD, Senior Vice President & Head, Portfolio Strategy & Analytics, Strategy & Growth, Novartis
Paul B. Cook, PhD, Senior Director, Program Management, Generation Bio
Leslie Lippard Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals

How do you identify sources of the organizations pain points?
How to say “no” or “not now” to all of the great ideas and proposed projects
What are the differences between project management and change management, and how do you integrate them to deliver positive outcome to the organization?