GlaxoSmithKline: Improving Global Project Management Capability

• Defining the planning process, responsibilities and key practices.

• Live piloting of the new processes, practices, work breakdown structures and IT enablers in various medicine development teams to learn, refine and confirm the effectiveness of the changes.

• Extensive project management education and development.

• Selecting and validating an enterprise project management system.

• Integrating project and clinical development planning.

• A targeted communication strategy to engage and build momentum for the change program.

To make this ambitious initiative a success and roll it out effectively throughout such an expansive organization, GSK leaders knew they would need help from experts in the delivery of large-scale performance improvement training in project management.

Strategy
Initial meetings showed that tailoring, cooperation and internal support would be keys to GSK’s strategy. In order to ensure relevance of content for its employees, GSK asked training provider ESI International to not only customize its courses to cover specific GSK topics, but also to allow company experts to work alongside the instructors and co-teach the courses.

Along with relevance, GSK leaders also understood that internal support was vital to the success of the iPlan program. The company already had executive backing. However, to ensure support among its employees throughout the organization, GSK took to recruiting internal-line champions from various business units. These champions were tasked with assuring the course material was relevant and, equally important, that it generated awareness and enthusiasm for the overall training initiative. To date, the company has 40 active line champions.

Tactics
GSK crafted a number of courses for its employees, including an introductory program that defines the roles within a project team and how to be an effective team member, as well as a more advanced class that focuses on project planning for team members. Other course topics included accountability and practical risk management that helped participants understand the risks and opportunities inherent in drug-development projects.