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present resource requirements and availability. In addition, access to a catalogue of data from previous drug development projects improves forecasting predictions in resource management and allocation. The decision to outsource because internal resources are lacking will become clearer (and easier outsourcing will be enabled by integration and virtualization). |
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Portfolio management. Improving cultural alignment by establishing consistent standards across projects will facilitate more informed portfolio management. Thus, the impact of resource needs, costs and timescales of individual projects on other concurrent projects will be clearer. This clarity is vital as globalization and the use of external organizations increases. |
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In conclusion, the pharmaceutical industry will inevitably change, not through technological innovations but rather in response to the many pressures it faces. However, it is not true that technology is a limiting factor in industry progress. The technology is available today, but it requires people and processes and management to embrace it (the future is already here, it is just unevenly distributed). |
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Although technology will facilitate aspects of the project management function, it is merely a tool which cannot provide miracle solutions. Paradoxically, IT systems can often increase, rather than reduce, the responsibilities of those who work with them (ignorance is bliss). |
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In general, pharmaceutical project management must assume a more integral and empowered role within the drug development process, valued as a function/skill by all project team members, rather than being purely reactive and effectively powerless. |
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The development of IT capabilities coupled with effective project management will bring many benefits to pharmaceutical companies. This is essential for companies to survive and prosper in the changing industrial environment. |
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