Project management ( Heparin: A Global Medicinal Disaster ) case study
Homework project.pptx
Homework
#2. Heparin - Blood-Thinning Drug Under Suspicion
http://www.cbsnews.com/stories/2008/03/01/eveningnews/main3896578.shtml
The U.S. Food and Drug Administration stated that at least 81 deaths were believed linked to a raw heparin ingredient imported from the People's Republic of China, and that they had also received 785 reports of serious injuries associated with the drug’s use.
http://www.cbsnews.com/stories/2008/03/01/eveningnews/main3896578.shtml
Lect#3 The Impact of Organizational Size on Drug Project Management 2016.pptx
BIOL 581 – Essentials of Biotechnology Project Management
#3 The Impact of Organizational Size on Drug Project Management
P3M book, chapters 2, 3
Drug Development is a sequence of phases
Discovery
Research
~ 2 years
IDEA
Preclinical
Development
~ 2-4 years
Clinical Development
Phase I……Phase II
~ 2-4 years
POC
Demonstration
IND/
CTA
Lead
Compound
Clinical
Development
(DP1)
Phase III
~ 4-5 years
NDA/
MAA
Approval
Initial
Indications
Launch
Commercial
Development
Phase IV
5+ years
LCP
ETC.
Life Cycle Development Plan (DP3)
Life Cycle
Development
Plan (DP2)
TO MARKET
Drug Development Program (business part)
Drug Discovery Phase
Preclinical Phase & IND
Phase I-III Clinical Development and NDA
Notice of Claimed Investigational Exemption for a New Drug (IND)
Proof of Concept (POC)
New Drug Application (NDA) to the FDA
Life Cycle Plan (LCP), DP1…..N (Development plans)
“Pharmaceutical & Biomedical Project Management in a changing global environment”, by S.D. Babler, Chapter 4
2
The Impact of Organizational Size on Drug Project Management.
Drug Development is a fairly well understood and regulated process.
Effectively implementing this process is another story!
DD&D success is often related to successful Project Management.
Skills and expertise in execution are not directly related to the size of the organization.
Size however does influence how drug development is conducted.
The impact of organizational size
Organizational culture is dependent on:
Size
Science needed for product development
Geographical location
Ownership
Actual & Intended market
Organizational Structure
The size of the organization influences the number of functions that exist, as well as number of therapy areas, and number of projects
The more functions company performs, the bigger and more complex organizational matrix is (see P3M book, pg. 26)
Organizational Structure
Size Definition
Organizational size is determined by:
Number of employees
Largeness of its operation
Market reach and share
Idea:
Small organizations are build for innovation
Large - for operational efficiency
SME – small/medium enterprise
Project Management in SMEs
The nature of SMEs
Several different definitions of SMEs have been proposed. The European Commission defines medium, small and micro enterprises:
Medium: have fewer than 250 employees and turnover of less than 50 million Euro.
Small: have fewer than 50 employees, and turnover of less than 10 million Euro.
Micro: have fewer than ten employees, and turnover of less than 2 million Euro.
Skills necessary for entrepreneurship are quite different from that of running a large and diverse organization
Management Focus of Attention:
Small biotech – stretching the budget
Idea to do as much job is possible for
as little money as possible
E.g., rare to do multiple Phase II trials
Approaches:
Risk identification
Developing multiple plans to face unexpected events
Select right partners (outsourced contract research organization)
Identification of the right number and geographical location of study sites and decisions
There is often only one chance to get studies right!
If not…
End of the project
If the company is lucky, the product is sold to another company
Management Focus of Attention:
Large companies– managing a much larger portfolio of drug projects (>150 is not uncommon)
Less focus on individual projects
Focus on success of larger number of projects within a big portfolio
More focused on their reputation
This often results in:
Unforeseen risks occurring
Significant delays
Small business mind-sets
Small companies – share “whatever it takes” passion
Every project and every activity is a priority
Project manager becomes the “Chef d’orchestre”
~ 60 employees + 1 PM manage 4 projects at different stages of development
PM plays a critical coordination and documentation role
PM do not have any time to care about company maturity or how business is conducted
Approaches:
Bringing in consultant with specific expertise, contract research organizations
Automation of work: clinical trials management, protocol development.
Communication
Small biotech (advantage)
Communication is easier
PM has the ability to go straight to the CEO.
Large companies (difficulty)
This can be challenging is large biotech companies
PMs need to find a systematic planned way to communicate with
Management teams
Portfolio committees
Science committees
Approaches (for PMs in large companies):
Manage & document meetings
Distribute draft meeting minutes within 24 hours of the meeting and the final version within 12 hours – insures fast and consistent communication .
Prioritizing Projects
Projects often run over time and over budget
Inadequate project definition
Shortage of key human and other resources
Poor management skills
Conflicting priorities
Clear need for a systematic, integrated approach to improve the performance
PM role: Assignment of prioritization of individual projects (resources – money, people, equipment)
Most large pharma/biotech companies have this process in place
But having a process, and following that process, is not the same thing
Prioritizing Projects
Many small companies have only one product in the pipeline.
Have tendency to push their unique project through all stages of drug development whether it makes sense or not.
Canceling this product could mean the end of the company or at least significant change in size.
Phase III – phase when it often happens.
Mature companies cancel their only one product after Phase II.
DD&D in small & start-up biotech and how we can do it better
It is common in small biotech that founders responsible for start-up remains as de facto leaders of the company.
They have strong scientific mind-set but rarely possess expertise in late stage drug development and commercialization of their products.
At that
Biotech industry is highly competitive with high failure rates
High cost of drug development (on average $850 million, including cost of failed projects) + an equal amount is spent on efforts to brand and market products.
Knowledgeable and experienced managing team is needed to compete and survive in industry.
Biotech versus Pharma The Challenge of Transition from Research to Development (at least 4 factors)
#1. Many small biotech companies are not aware of the exact & stringent FDA requirements.
Additional resources and costs to follow these requirements are often not included
Developing constructive and collaborative relationship with the FDA is often underappreciated.
#2. Manufacturing and controls for biologics can be more difficult from a technical perspective than for small molecules (pharma) because production takes place through live cell systems.
Meeting product quality specifications is more complex and costly compared with methods developed for small molecules over several decades.
The Challenge of Transition from Research to Development
#3. Opportunities for small biotech are limited because industry is dominated by large companies – as a result, many startup companies are investigating unmet medical need in niche, and usually more difficult to treat patient populations.
Difficulties associated with clinical studies are even more complex due to increased emphasis on ethic of these trials.
Impacted by slower enrolment and are forced to conduct trials worldwide to locate sufficient number of patients.
The Challenge of Transition from Research to Development
#4. The administration of biologics is a challenge compared to small compounds (subcutaneous, intramuscular, intranasal, and intravenous routes).
Specials centers have to be created – increases cost.
Developing the image or device to administer products trough these routes is more challenging and costly.
As an example, regulatory authorities will require a company to develop methods to ensure particle size and total doze administered is known and consistently delivered through an intranasal aerosol device (far more difficult than to show the same with an oral tablet).
The administration of biologics medication creates many problems: delivery, packaging, stability, distribution, storage.
Managing the Pipeline of New Drugs
In contrast to established big pharmaceutical companies, many small-biotech companies are not generating any revenue. But it’s expected by investors and shareholders.
The pressure to meet these expectations and to generate revenue quickly can influence the dynamic of decision making.
If small biotech companies have several R&D products, it’s a challenge to manage them at the same time.
A single bad decision may cause the small biotech company to fail.
Project Management Support
PM has a key role in helping the company to understand the realism and structure of its long-term plan.
If small companies have more project opportunities than their R&D budget can fund, PM defines a process and establish criteria for selecting the best candidate(s)
Before any compounds enters clinical trials PM needs to define criteria for the selection of the most technically feasible, and financially valuable project candidates.
PM should play a lead role in creating standard methods for collecting the data and information and establishing a disciplined process for ensuring that regulatory criteria are met.
An accepted role for PMs is estimating and managing resources and recourse constraints (e.g. to plan to use subcontractors and consultants when needed rather than full-time employees).
Summary Main idea: The approach taken to achieve outcome is often different btw small and large companies
PM in small companies:
Getting results might seem easier at first.
Communications are enhanced by open-door policy.
However, small companies constantly face budget problems.
PM in large/ medium-sized biotech/pharma:
Money is likely to be less of a day-to-day concern.
Can afford to have a dedicated PM group.
Communication & decision making can be a challenge.
Written Project Requirements:
Choose you case study!
Scientific component (not less than 1 page)
What was the compound used for;
What caused the problem/tragedy (adverse reaction, drugs interactions, etc.).
Identify and describe the problem from public side. What happen? (not less than 1 page).
Describe the consequence of the steps that led to the problem/tragedy. Include information about both the company and the regulatory agency; (not less than 1 page).
Imagine, you are a Project Manager inside the company working on this project. What would you do differently? (not less than 1 page).
Imagine, you are a Project Manager at the FDA (other regulatory agencies). Your steps? (not less than 1 page).
Can you imagine this situation happening in 2018? Why?
FEEL FREE to MODIFY these questions!
Students are encouraged to use schemes, figures, diagrams, tables, graphs, bullet-points. Microsoft Word or Power Point presentations can be used, but for the Power Point make sure you adjust the number of slides accordingly. For instance, when using large fonts, make sure the information is still sufficient. Do not afraid to be creative!
#1. New England Compounding Center meningitis outbreak
http://www.cdc.gov/hai/outbreaks/currentsituation /
Wikipedia: In October 2012, an outbreak of fungal meningitis was reported in the United States. The U.S. Centers for Disease Control and Prevention (CDC) traced the outbreak to fungal contamination in three lots of medication used for epidural steroid injections. The medication was packaged and marketed by the New England Compounding Center (NECC), a compounding pharmacy in Framingham, Massachusetts. Doses from these three lots had been distributed to 75 medical facilities in 23 states, and doses had been administered to approximately 14,000 patients after May 21 and before September 24, 2012. Patients began reporting symptoms in late August, but because of the unusual nature of the infection, clinicians did not begin to realize that the cases had a common cause until late September. Infections other than meningitis were also associated with this outbreak, which spanned 19 states.
As of March 10, 2013, 48 people had died and 720 were being treated for persistent fungal infections.
#2. Heparin - Blood-Thinning Drug Under Suspicion
http :// www.cbsnews.com/stories/2008/03/01/eveningnews/main3896578.shtml
The U.S. Food and Drug Administration stated that at least 81 deaths were believed linked to a raw heparin ingredient imported from the People's Republic of China, and that they had also received 785 reports of serious injuries associated with the drug’s use.
#3. VaxGen and Anthrax Vaccine
Vaxgen had focused its recent efforts on a new form of Anthrax Vaccine, for which it was awarded a $877 million dollar contract to provide the vaccine. In December 2006, HHS unilaterally withdrew the $877 million dollar contract, sending the stock tumbling as low as $1.20 per share.
http:// www.cidrap.umn.edu/news-perspective/2006/12/hhs-cancels-vaxgen-anthrax-vaccine-contract
Later events:
http://www.cidrap.umn.edu/news-perspective/2008/05/vaxgen-sells-anthrax-vaccine-rival-firm
#4. Troglitazone
Troglitazone was the first thiazolidinedione approved for use in the United States and was licensed for use in type 2 diabetes in 1997, but withdrawn 3 years later because of the frequency of liver injury including acute liver failure associated with its use.
http://livertox.nih.gov/Troglitazone.htm
How did they achieve blockbuster status without any clear evidence of advantage over existing therapy?
#5. ZMapp
Wikipedia: ZMapp is an experimental biopharmaceutical drug comprising three humanized monoclonal antibodies under development as a treatment for Ebola virus disease.[1] It was used to save eighteen monkeys who were given lethal doses of the Ebola virus. The drug was first tested in humans during the 2014 West Africa Ebola virus outbreak and was credited as helping save lives, but it has not been subjected to a randomized clinical trial to prove its safety or its efficacy.
The ZMapp drug is being developed by Mapp Biopharmaceutical Inc., a result of the collaboration between Mapp Biopharmaceutical (San Diego), LeafBio (the commercial arm of Mapp Biopharmaceutical), Defyrus Inc. (Toronto), the U.S. government and the Public Health Agency of Canada. The antibody work came out of research projects funded by the U.S. Army more than a decade ago, and years of funding by the Public Health Agency of Canada.
You are a senior level PM at Mapp Biopharmaceutical. Suggest your detailed life cycle plan for Zmapp.
Cannot be used this year, but I will provide an example
The History of the Lyme Disease Vaccine
A first generation vaccine worked quite well. However it was was pulled from the market in 2002
http:// www.ncbi.nlm.nih.gov/pubmed/19416014 (let me know if you need pdf of this article, CUA does not provide an access.
http:// www.aldf.com/pdf/Aronowitz_The_Rise_and_Fall_of_Lyme_Vaccines.pdf
.
“Real Option Analysis” paper (Merck “Project gamma” case study is to discuss next time
It’s also useful to read the interview here
http:// hbr.org/1994/01/scientific-management-at-merck-an-interview-with-cfo-judy-lewent/ar/1
Pay attention to this addition