18th Annual
Project Portfolio and Resource Management Excellence for Pharma and Biotech
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3. What are the biggest obstacles you are facing relating to governance and adherence to processes for project execution and how are you addressing these?
Our biggest issue with our governance stems from the number of stakeholders in our organization. Getting all of our decision makers in the same place, at the same time is often a challenge, especially if we need to make a decision outside of our normal meeting cycle. There is no simple solution for this, so we’re currently using a combination of focused follow-ups and technology solutions to have relevant conversations.
4. In terms of technological investment, what areas are you focusing on to assist with your project and portfolio management strategies? Where, for example, are you planning to invest within the next 3 to 6 months?
We’ve invested in a light-touch portfolio management tool, that includes the ability for PMs to manage their project plans in the system. Our near-term investment is in better reporting capabilities. This includes capturing more consistent/complete data across our projects, but also rethinking the way that we present our data to drive better, timely decisions.
1. What are your main areas of focus regarding project portfolio management?
I lead Takeda’s Portfolio and Project Management Office for Global Regulatory Affairs’ (GRA) change projects. In scope for our portfolio are all of the business optimization projects designed to make our business processes operate in a more efficient and/or effective way.
2. Where do the challenges lie around getting the organization committed to using PMO tools and processes?
We have an organizational mandate for all change projects to be in-scope for the PPMO processes, so for the most part, project teams will align with our processes- the biggest challenge is that project teams are reluctant to commit to providing early planning assumptions for their project (mainly related to ROI). As far as tools, we maintain a simple and flexible model. We try to make the ‘mandatory’ parts (monthly updates, milestone checkpoints, etc.) very simple for the project teams to remain compliant, but from time to time, we do have to follow-up with teams not providing timely status updates.
In this insightful interview, we had the privilege of chatting with Josh Kaminetz, Project Portfolio Management Office Lead at Takeda, about the challenges and strategies he faces in the realm of project portfolio management. Our discussion focused on PPM critical topics such as major focus areas of project portfolio management, challenges in tool adoption, governance and adherence, technological investment. Lastly, Josh expressed his expectations on how the 18th Edition Project Portfolio and Resource Management Excellence for Pharma and Biotech Conference, where he will be presenting a case study, will help PPM executives in gathering useful feedback on problems and potential solutions.
February 13-15, 2024
Morristown, NJ
Josh Kaminetz will be presenting a case study on Day 1 of the conference:
Maintain organizational commitment to the use of PMO tools and processes
- Gain insights into the importance of aligning tools and processes with the organization’s objectives and understanding the “why” behind their use.
- Communicate the value of PPM tools and processes to stakeholders to ensure maximized PPM effectiveness.
- Overcome obstacles related to accountability, governance, and adherence to processes for successful project execution.
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Ayis Panayi
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An Interview with Josh Kaminetz, Project Portfolio Management Office Lead, Takeda
5. Our conference format is centred on intimate peer-led meetings where all speakers and delegates are senior executives from top pharma and biotech institutions. How do you see this format assisting you with overcoming the challenges you currently face?
I really like attending this conference, because it gives the opportunity to engage in meaningful, relevant dialogue with people familiar with the same kinds of challenges as me. Every company has their own unique personalities and dynamics, so this isn’t about getting direct answers, but the opportunity to crowd-source feedback on problems and potential solutions with people that ‘get it’ is invaluable.
