Breakout Discussions

Interactive Breakout Discussion Groups

Concurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and format, please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing.


Tuesday, May 18

TABLE 1: Tossing Out Objectives Crafted in Jan. 2020 for the Reality of 2020 Project & Portfolio Challenges: Lessons from Managing through a Pandemic
Michael Myers, PhD, Senior Director, LRL Project Management - Due Diligence, Eli Lilly & Co.
Project Managers don’t set objectives for their projects lightly given the consequences for managing to those objectives for the Corporation they serve! 

  • What worked and what didn’t as the global pandemic began to impact your plans to meet your portfolio objectives?
  • What did you find to be different (easier, harder, never thought about that solution before) around the need for innovation as the whole world around us was forced to change?  
  • Why in fact did it take a pandemic to enable us to work differently?

TABLE 2: Achieving More Effective and Real-Time Portfolio Management and Resource Allocation

Cleat Jerden, Executive Director, Business Performance, Amgen
Samantha Fairbairn, Director, Business Performance, Amgen
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals

  • What is real-time portfolio management and resource allocation?
  • Have you achieved this at your company?
  • What are some approaches you have tried?

Wednesday, May 19

TABLE 3: Working with a Governance Body and Corporate Structure to Enable Agile Decision Making

Daniel W. Patrick, Global Group Leader - R&D Program Management Office, Daiichi Sankyo
Mark Lane, PhD, Head, Center for Global Drug Development, PRA Health Sciences

Matthew Kokkonen, Director, Portfolio Management & Governance, CSL Behring

  • Centralized vs. Decentralized approach?
  • Level of decision granularity needed for senior leaders? (financial, scientific, operational, commercial)
  • Who needs to know? (empowering decision makers in your organization)​

TABLE 4: Balancing Internal R&D Investments and Resources with External Collaborations
Michael Myers, PhD, Senior Director, LRL Project Management - Due Diligence, Eli Lilly & Co.
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam Pharmaceuticals

  • 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: Developing Models for Pipeline Flow and Resource Forecasting What-If Scenarios
Cleat Jerden, Executive Director, Business Performance, Amgen
Samantha Fairbairn, Director, Business Performance, Amgen

  • Why is modeling the project pipeline important?
  • What questions can be answered and how can such a model be used?
  • How do you conduct these types of analyses today?
  • What inputs and tools are utilized?
  • What are the challenges in developing the model and/or getting buy-in?



For questions about this year's event, please contact:

Bridget Kotelly
Conference Producer
Cambridge Healthtech Institute (CHI)
T: (+1) 781-972-5404