1. Project PHOENIX

2. Systemic Fix to the Business Issues
What is PHOENIX
Aggressive turnaround plan for Clinical business
Attacks the problem from the foundational level through project management, project teams and “hours management” (versus dollars management and matrix management)
Addresses all material areas of business management and culture to drive turnaround
Multi year fix
Systemic Fix to the Business Issues

3. Plan Components & Initiatives
Five Categories of Improvement
Focused Initiatives to Drive Results
Triage projects based on potential gain loss
Re-baseline Projects at hour/task level
Recast contracts
Communicate contract assumptions to functional owners ensure
clarity & accountability
Analytics
Project Management
Roles and responsibilities shift to empower PM’s
Institutionalize key process changes (i.e., COF process)
PM & core teams to operationalize new/re-cast contract & budget
at individual team member level
Tools/Systems
Process
Time reporting, bid generator, trip dictation, EDC etc.
Decision on Periapproval fix
Streamline clinical management structure in regions
Resource redeployment to support project PHOENIX
Global messaging and communication plan
Organizational
Deliver margin based performance metrics and incentives to core
teams based on re-cast contracts
Billable staff incentive alignment to profitability and milestone
achievement
Training requirements
Incentives/Training

4. Project PHOENIX Refresher
Multi-Faceted Approach:
Analytics
Re-baseline Projects at hour/task level
Recast contracts & communicate contract assumptions to functional owners
Project Management
Roles and responsibilities shift to empower PM’s
Institutionalize key process changes
Tools/Systems
Time reporting, contract translator, bid generator, trip dictation, Electronic Data Capture (EDC), etc.
Organizational
Upgrade PM leadership
Streamline clinical management structure in regions
Resource redeployment to support project PHOENIX
Global messaging and communication plan
Incentives/Training
Deliver margin based performance metrics and incentives to core teams based on re-cast contracts for 2007 implementation
Deliver initial business training platform to PM and core team leadership
PHOENIX Defined:
Transformation plan that addresses all material areas of business management and culture to drive sustained turnaround
Attacks our write-off problem from the foundation with a deep dive on the full portfolio of 222 clinical trials
Process

5. Lessons Learned, Tools Delivered & Planned
Fundamental process issues identified include:
Lack of hours budgeted at functional level
Disconnect between costing model and Change Order processes
Lack of basic tools to run the project
Core team ineffective due to lack of accountability and competing incentives
Time reporting practices inconsistent with project output
Projections based on incomplete and inadequate information
Recalibration opportunities remaining more prevalent than anticipated
Cultural challenges balancing the service focus of “delighting clients” vs. effective client management
IT infrastructure undermining the effectiveness of field-based employee
Tools Delivered:
Combined Clinical/Peri approval time reporting
Time saving reports
Billing Guides
Remote Access vehicle
Tools Planned:
Time Mapped to Task Delivered
Institutionalized Project Review Process
Financial analyst staffing/assignment