Project Execution Model (PEM) - Revision history

Tkokotas at 15:48, 18 December 2018

2018-12-18T15:48:27Z

← Older revision		Revision as of 15:48, 18 December 2018
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			''Developed by Christian Klibo Buur''


	[[File:Image001.png\|600px\|thumb\|right\|Figure 1: The Project execution model five-stage gate process <ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref> ]]		[[File:Image001.png\|600px\|thumb\|right\|Figure 1: The Project execution model five-stage gate process <ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref> ]]
	In 90s the sale in [https://en.wikipedia.org/wiki/Novo_Nordisk ''Novo Nordisk''] was steady increasing, which resulted that the company was forces to continuously hire new employees to continuously meet the increasing demand. The consequence of the increasing of numbers of new employees was, that the company experienced a huge diversity in the way project managers handled project. Therefore in 2001 the executive management in Novo Nordisk decided to initiated a project with the purpose of making a global standardized way to handling projects. Novo Nordisk has working with projects in many years and obtained a lot of know how about good way of handling projects to secure the best output, but also obtained a lot of know how, about what NOT to do and therefore avoid all the pitfalls. The idea was, to use all that knowledge to develop one global model based on best practice. About one year later in October 2002, the first version of Novo Nordisk Project Execution Model(PEM) was established.<ref>''Internal Novo Nordisk SOP 055061 about Global procedure of project execution, 1. edition'' effective from 15 October 2002</ref> Afterward Novo Nordisk obtained more know how to continuously improve the model and today the project managers work after the 5th version of the Project Execution Model.<ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref>		In 90s the sale in [https://en.wikipedia.org/wiki/Novo_Nordisk ''Novo Nordisk''] was steady increasing, which resulted that the company was forces to continuously hire new employees to continuously meet the increasing demand. The consequence of the increasing of numbers of new employees was, that the company experienced a huge diversity in the way project managers handled project. Therefore in 2001 the executive management in Novo Nordisk decided to initiated a project with the purpose of making a global standardized way to handling projects. Novo Nordisk has working with projects in many years and obtained a lot of know how about good way of handling projects to secure the best output, but also obtained a lot of know how, about what NOT to do and therefore avoid all the pitfalls. The idea was, to use all that knowledge to develop one global model based on best practice. About one year later in October 2002, the first version of Novo Nordisk Project Execution Model(PEM) was established.<ref>''Internal Novo Nordisk SOP 055061 about Global procedure of project execution, 1. edition'' effective from 15 October 2002</ref> Afterward Novo Nordisk obtained more know how to continuously improve the model and today the project managers work after the 5th version of the Project Execution Model.<ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref>

Buurbuur: /* Reflections of PEM in Novo Nordisk and implementation in other industries */

2015-09-28T23:49:01Z

Reflections of PEM in Novo Nordisk and implementation in other industries

← Older revision		Revision as of 23:49, 28 September 2015
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	== Reflections of PEM in Novo Nordisk and implementation in other industries ==		== Reflections of PEM in Novo Nordisk and implementation in other industries ==
	Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).		Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).
	Why the model is useful in Novo Nordisk, is because of the most importance of ~~quality compliance~~[https://en.wikipedia.org/wiki/Regulatory_compliance ''quality compliance''] in the company - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people to secure that ~~that statement~~ is fulfilled ~~was~~ important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry. However are there still a lot of benefits that can be realized by this model. PEM helps to coordinating the various processes from the different phases, to secure that the project manager are meeting timelines and dealing with complex quality issues. PEM help project managers to assign the appropriate amount of time and resource to each phase of the project, to ensure the project can progress forward in a logical and controlled way. Also the PEM helps to manage the risks while also focusing on the quality. This should hopefully secure no rework <ref> ''[http://projectmgmt.brandeis.edu/downloads/BRU_MSMPP_WP_Feb2012_Pharma.pdf] By Brandeis University By Leanne Bateman'' effective from February 2012</ref>		Why the model is useful in Novo Nordisk, is because of the most importance of [https://en.wikipedia.org/wiki/Regulatory_compliance ''quality compliance''] in the company - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people involved to secure that quality is always fulfilled is important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry. However are there still a lot of benefits that can be realized by this model. PEM helps to coordinating the various processes from the different phases, to secure that the project manager are meeting timelines and dealing with complex quality issues. PEM help project managers to assign the appropriate amount of time and resource to each phase of the project, to ensure the project can progress forward in a logical and controlled way. Also the PEM helps to manage the risks while also focusing on the quality. This should hopefully secure no rework <ref> ''[http://projectmgmt.brandeis.edu/downloads/BRU_MSMPP_WP_Feb2012_Pharma.pdf] By Brandeis University By Leanne Bateman'' effective from February 2012</ref>

	== Additional reading ==		== Additional reading ==

Buurbuur: /* Reflections of PEM in Novo Nordisk and implementation in other industries */

2015-09-28T23:46:04Z

Reflections of PEM in Novo Nordisk and implementation in other industries

← Older revision		Revision as of 23:46, 28 September 2015
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	== Reflections of PEM in Novo Nordisk and implementation in other industries ==		== Reflections of PEM in Novo Nordisk and implementation in other industries ==
	Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).		Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).
	Why it is ~~necessary~~ in Novo Nordisk, is ~~that~~ the most ~~important parameter~~ in ~~Novo Nordisk and pharmaceutical industry in general is quality~~ - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people to secure that that statement is fulfilled was important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry. However are there still a lot of benefits that can be realized by this model. PEM helps to coordinating the various processes from the different phases, to secure that the project manager are meeting timelines and dealing with complex quality issues. PEM help project managers to assign the appropriate amount of time and resource to each phase of the project, to ensure the project can progress forward in a logical and controlled way. Also the PEM helps to manage the risks while also focusing on the quality. This should hopefully secure no rework <ref> ''[http://projectmgmt.brandeis.edu/downloads/BRU_MSMPP_WP_Feb2012_Pharma.pdf] By Brandeis University By Leanne Bateman'' effective from February 2012</ref>		Why the model is useful in Novo Nordisk, is because of the most importance of quality compliance[https://en.wikipedia.org/wiki/Regulatory_compliance ''quality compliance''] in the company - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people to secure that that statement is fulfilled was important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry. However are there still a lot of benefits that can be realized by this model. PEM helps to coordinating the various processes from the different phases, to secure that the project manager are meeting timelines and dealing with complex quality issues. PEM help project managers to assign the appropriate amount of time and resource to each phase of the project, to ensure the project can progress forward in a logical and controlled way. Also the PEM helps to manage the risks while also focusing on the quality. This should hopefully secure no rework <ref> ''[http://projectmgmt.brandeis.edu/downloads/BRU_MSMPP_WP_Feb2012_Pharma.pdf] By Brandeis University By Leanne Bateman'' effective from February 2012</ref>

	== Additional reading ==		== Additional reading ==

Buurbuur: /* Additional reading */

2015-09-28T23:42:20Z

Additional reading

← Older revision		Revision as of 23:42, 28 September 2015
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	== Additional reading ==		== Additional reading ==

	- [https://en.wikipedia.org/wiki/Standard_operating_procedure ''Standard operating procedure''] - To get a better understanding of SOP references.		- [https://en.wikipedia.org/wiki/Standard_operating_procedure ''Standard operating procedure''] - To get a better understanding of what a SOP is to know what kind references that are used.

	== References ==		== References ==
	<references/>		<references/>

Buurbuur at 23:41, 28 September 2015

2015-09-28T23:41:16Z

← Older revision		Revision as of 23:41, 28 September 2015
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	[[File:Image001.png\|600px\|thumb\|right\|Figure 1: The Project execution model five-stage gate process <ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref> ]]		[[File:Image001.png\|600px\|thumb\|right\|Figure 1: The Project execution model five-stage gate process <ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref> ]]
	In 90s the sale in [https://en.wikipedia.org/wiki/Novo_Nordisk ''Novo Nordisk''] was steady increasing, which resulted that the company was forces to continuously hire new employees to continuously meet the increasing demand. The consequence of the increasing of numbers of new employees was, that the company experienced a huge diversity in the way project managers handled project. Therefore in 2001 the executive management in Novo Nordisk decided to initiated a project with the purpose of making a global standardized way to handling projects. Novo Nordisk has working with projects in many years and obtained a lot of know how about good way of handling projects to secure the best output, but also obtained a lot of know how, about what NOT to do and therefore avoid all the pitfalls. The idea was, to use all that knowledge to develop one global model based on best practice. About one year later in October 2002, the first version of Novo Nordisk Project Execution Model(PEM) was established<ref>''Internal Novo Nordisk SOP 055061 about Global procedure of project execution, 1. edition'' effective from 15 October 2002</ref>. Afterward Novo Nordisk obtained more know how to continuously improve the model and today the project managers work after the 5th version of the Project Execution Model.<ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref>		In 90s the sale in [https://en.wikipedia.org/wiki/Novo_Nordisk ''Novo Nordisk''] was steady increasing, which resulted that the company was forces to continuously hire new employees to continuously meet the increasing demand. The consequence of the increasing of numbers of new employees was, that the company experienced a huge diversity in the way project managers handled project. Therefore in 2001 the executive management in Novo Nordisk decided to initiated a project with the purpose of making a global standardized way to handling projects. Novo Nordisk has working with projects in many years and obtained a lot of know how about good way of handling projects to secure the best output, but also obtained a lot of know how, about what NOT to do and therefore avoid all the pitfalls. The idea was, to use all that knowledge to develop one global model based on best practice. About one year later in October 2002, the first version of Novo Nordisk Project Execution Model(PEM) was established.<ref>''Internal Novo Nordisk SOP 055061 about Global procedure of project execution, 1. edition'' effective from 15 October 2002</ref> Afterward Novo Nordisk obtained more know how to continuously improve the model and today the project managers work after the 5th version of the Project Execution Model.<ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref>
	Overall the PEM is a stage-gate project model that consist of five phases. Each phase guiding the project manager to successfully completion of each project phase. The five phases are: idea-, initiate-, analyse-, execute and realize phase. Figure 1 shows the five phases in the model. The main focus of PEM is investment projects, but can easily be adopted to non-investment projects as well.		Overall the PEM is a stage-gate project model that consist of five phases. Each phase guiding the project manager to successfully completion of each project phase. The five phases are: idea-, initiate-, analyse-, execute and realize phase. Figure 1 shows the five phases in the model. The main focus of PEM is investment projects, but can easily be adopted to non-investment projects as well.
	The procedure establishes a framework to ensure that projects are identified, captured, scoped, planned, executed and closed in a standardized and efficient manner according to the model.		The procedure establishes a framework to ensure that projects are identified, captured, scoped, planned, executed and closed in a standardized and efficient manner according to the model.

Buurbuur at 23:40, 28 September 2015

2015-09-28T23:40:56Z

← Older revision		Revision as of 23:40, 28 September 2015
Line 1:		Line 1:
	[[File:Image001.png\|600px\|thumb\|right\|Figure 1: The Project execution model five-stage gate process <ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref> ]]		[[File:Image001.png\|600px\|thumb\|right\|Figure 1: The Project execution model five-stage gate process <ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref> ]]
	In 90s the sale in [https://en.wikipedia.org/wiki/Novo_Nordisk ''Novo Nordisk''] was steady increasing, which resulted that the company was forces to continuously hire new employees to continuously meet the increasing demand. The consequence of the increasing of numbers of new employees was, that the company experienced a huge diversity in the way project managers handled project. Therefore in 2001 the executive management in Novo Nordisk decided to initiated a project with the purpose of making a global standardized way to handling projects. Novo Nordisk has working with projects in many years and obtained a lot of know how about good way of handling projects to secure the best output, but also obtained a lot of know how, about what NOT to do and therefore avoid all the pitfalls. The idea was, to use all that knowledge to develop one global model based on best practice. About one year later in October 2002, the first version of Novo Nordisk Project Execution Model(PEM) was established<ref>''Internal Novo Nordisk SOP 055061 about Global procedure of project execution, 1. edition'' effective from 15 October 2002</ref>. Afterward Novo Nordisk obtained more know how to continuously improve the model and today the project managers work after the 5th version of the Project Execution Model. <ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref>		In 90s the sale in [https://en.wikipedia.org/wiki/Novo_Nordisk ''Novo Nordisk''] was steady increasing, which resulted that the company was forces to continuously hire new employees to continuously meet the increasing demand. The consequence of the increasing of numbers of new employees was, that the company experienced a huge diversity in the way project managers handled project. Therefore in 2001 the executive management in Novo Nordisk decided to initiated a project with the purpose of making a global standardized way to handling projects. Novo Nordisk has working with projects in many years and obtained a lot of know how about good way of handling projects to secure the best output, but also obtained a lot of know how, about what NOT to do and therefore avoid all the pitfalls. The idea was, to use all that knowledge to develop one global model based on best practice. About one year later in October 2002, the first version of Novo Nordisk Project Execution Model(PEM) was established<ref>''Internal Novo Nordisk SOP 055061 about Global procedure of project execution, 1. edition'' effective from 15 October 2002</ref>. Afterward Novo Nordisk obtained more know how to continuously improve the model and today the project managers work after the 5th version of the Project Execution Model.<ref name=CB1>''Internal Novo Nordisk SOP 049797 about Global procedure of project execution, 5. edition'' effective from 29 Juli 2013</ref>
	Overall the PEM is a stage-gate project model that consist of five phases. Each phase guiding the project manager to successfully completion of each project phase. The five phases are: idea-, initiate-, analyse-, execute and realize phase. Figure 1 shows the five phases in the model. The main focus of PEM is investment projects, but can easily be adopted to non-investment projects as well.		Overall the PEM is a stage-gate project model that consist of five phases. Each phase guiding the project manager to successfully completion of each project phase. The five phases are: idea-, initiate-, analyse-, execute and realize phase. Figure 1 shows the five phases in the model. The main focus of PEM is investment projects, but can easily be adopted to non-investment projects as well.
	The procedure establishes a framework to ensure that projects are identified, captured, scoped, planned, executed and closed in a standardized and efficient manner according to the model.		The procedure establishes a framework to ensure that projects are identified, captured, scoped, planned, executed and closed in a standardized and efficient manner according to the model.

Buurbuur: /* Roles and responsibilities */

2015-09-28T23:40:04Z

Roles and responsibilities

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	=='''Roles and responsibilities'''==		=='''Roles and responsibilities'''==

	In the following the roles and their responsibilities of the persons that are involved in the project, will be described ~~<ref>'' Novo Nordisk SOP 080119 about project roles and responsibilities, 2. edition'' effective from 14 November 2014</ref>~~.		In the following the roles and their responsibilities of the persons that are involved in the project, will be described.

	{\| class="wikitable sortable"		{\| class="wikitable sortable"
	\|+Overview of roles and responsibilities of people who are involved ~~(Source)~~		\|+Overview of roles and responsibilities of people who are involved<ref>'' Novo Nordisk SOP 080119 about project roles and responsibilities, 2. edition'' effective from 14 November 2014</ref>
	\|-		\|-
	!Role		!Role

Buurbuur: /* Additional reading */

2015-09-28T23:39:35Z

Additional reading

← Older revision		Revision as of 23:39, 28 September 2015
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	== Additional reading ==		== Additional reading ==

	- [https://en.wikipedia.org/wiki/Standard_operating_procedure ''Standard operating procedure''] - To get a better understanding of ~~the~~ references.		- [https://en.wikipedia.org/wiki/Standard_operating_procedure ''Standard operating procedure''] - To get a better understanding of SOP references.
	-

	== References ==		== References ==
	<references/>		<references/>

Buurbuur: /* Reflections of PEM in Novo Nordisk and implementation in other industries */

2015-09-28T23:34:04Z

Reflections of PEM in Novo Nordisk and implementation in other industries

← Older revision		Revision as of 23:34, 28 September 2015
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	== Reflections of PEM in Novo Nordisk and implementation in other industries ==		== Reflections of PEM in Novo Nordisk and implementation in other industries ==
	Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).		Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).
	Why it is necessary in Novo Nordisk, is that the most important parameter in Novo Nordisk and pharmaceutical industry in general is quality - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people to secure that that statement is fulfilled was important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry. <ref> ''[http://projectmgmt.brandeis.edu/downloads/BRU_MSMPP_WP_Feb2012_Pharma.pdf] By Brandeis University By Leanne Bateman'' effective from February 2012</ref>		Why it is necessary in Novo Nordisk, is that the most important parameter in Novo Nordisk and pharmaceutical industry in general is quality - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people to secure that that statement is fulfilled was important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry. However are there still a lot of benefits that can be realized by this model. PEM helps to coordinating the various processes from the different phases, to secure that the project manager are meeting timelines and dealing with complex quality issues. PEM help project managers to assign the appropriate amount of time and resource to each phase of the project, to ensure the project can progress forward in a logical and controlled way. Also the PEM helps to manage the risks while also focusing on the quality. This should hopefully secure no rework <ref> ''[http://projectmgmt.brandeis.edu/downloads/BRU_MSMPP_WP_Feb2012_Pharma.pdf] By Brandeis University By Leanne Bateman'' effective from February 2012</ref>

	== Additional reading ==		== Additional reading ==

Buurbuur at 23:25, 28 September 2015

2015-09-28T23:25:35Z

← Older revision		Revision as of 23:25, 28 September 2015
Line 217:		Line 217:
	== Reflections of PEM in Novo Nordisk and implementation in other industries ==		== Reflections of PEM in Novo Nordisk and implementation in other industries ==
	Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).		Novo Nordisk Project Execution Model is a complex model, with many stages and processes, that the project manager need to take under consideration. PEM follow the full project lifecycle from definition and justification of the project, through to delivering demonstrable benefits for the business. One of the things that can challenge other industries to use PEM, is the huge requirement of resources. This is to secure successful completion of the project goal and objectives, but can in some cases be a process where the purpose of for example a steering group meeting is to please the StG instead of secure progress of the project (not say that a StG is not useful, which is definitely not the case).
	Why it is necessary in Novo Nordisk, is that the most important parameter in Novo Nordisk and pharmaceutical industry in general is quality - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people to secure that that statement is fulfilled was important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry.		Why it is necessary in Novo Nordisk, is that the most important parameter in Novo Nordisk and pharmaceutical industry in general is quality - Novo Nordisk never compromise on quality, which often affect the cost and delivery. And therefore Novo Nordisk experienced, that the need of having more people to secure that that statement is fulfilled was important. Poor quality can in worst case be a matter of life and death. The importance of of quality control measures is essential. But to maintain the competitive advantages there is a need of some project progress. These two competing priorities - quality and time to execution - must be well managed through careful process in order to reduce risks inherent on this industry, which can result in more focus and inspection from [https://en.wikipedia.org/wiki/Food_and_Drug_Administration ''FDA''] than necessary. This extremely focus on quality is not necessary in other industries, which mean that some of the requirement in PEM would not be necessary. Therefore PEM is not a fit-to-all project model, but differently a model, that can be adjusted in relation to the industry. <ref> ''[http://projectmgmt.brandeis.edu/downloads/BRU_MSMPP_WP_Feb2012_Pharma.pdf] By Brandeis University By Leanne Bateman'' effective from February 2012</ref>


	== Additional reading ==		== Additional reading ==