My name is Anthony Romano. I am a well-known professional program and project manager with over 25 years of diverse experience working in the pharmaceutical industry. The foundation of my success is based on my ability to significantly increase the probability of achieving a desired business outcome by maximizing program and project predictability. This is accomplished via my consistent use of standard methodologies and governance models, establishment and continual monitoring of key performance indicators (KPIs), detailed understanding of the Product Life Cycle, Software Development Life Cycle, Quality Management and leadership skills.
I am currently a Program Manager at ZS Associates directing activities in establishing a PMO in support of Worldwide Commercial Analytics in the implementation of a cloud based global Data Warehouse (DW) as well as the implementation of CRM systems for Fortune 100 companies. To help ensure the team's readiness, I am pulling together a governance structure, several integrated program plans including work stream specific project plans, a risk management framework, a standard status reporting model including KPIs, a communications framework, resource allocation and onboarding framework, etc... For the IT based programs, I have implemented earned value performance indicators to measure both schedule and cost performance and built a suite of tools in MS Project to easily collect project updates from the team our team in the US, Europe, Japan and India as well as align the global team to the schedule. The data I collect in MS Project allows me to calculate SPI and CPI but also create bar charts, pie charts, line graphs by Team, Resource, SDLC Phase, SOW deliverable, Focus Area, Work stream, Month, Week.. This data provides the team further insights into the project, thus, improving our probability for success.
Establishing an effective PMO requires pro-active planning in building a foundation across multiple functional teams with a comprehensive understanding of the business model including both the markets and the brand teams as well as the systems development methodology coupled with a relentless focus on execution. The dimensions which influence the establishment of a PMO are based on the culture of the organization, the knowledge base the organization has with regards to PMBOK and the degree of executive sponsorship the PMO is provided. These three dimensions fundamentally drive and influence the effectiveness of the PMO. PMO is provided. These three dimensions fundamentally drive and influence the effectiveness of the PMO.
Previously, I was an ERP Project Manager (Enterprise Resource Planning) at Celgene directing activities in the planning, execution and coordination of a global ERP implementation in accordance to strict deadlines spanning multiple organizations. For this project we started with a capabilities assessment and the creation of a road-map. My duties span the entire ERP implementation life cycle to ensure the project is completed on time, within budget and to the satisfaction of internal clients. This includes but is not limited to acquiring resources and coordinating the efforts of team members and third-party contractors or consultants in order to deliver projects according to plan.
Specific Duties and Responsibilities are as follows:
Develop and maintain an overall integrated Program Plan
Develop detail planning standards that form the baseline for measuring progress
Implement appropriate controls and governance structures
Coordinate the full implementation of the ERP project from beginning to end
Manage Risks, Issues, Actions and Decisions associated with the project
Develop complete and accurate status
reports as well as generate a suite of weekly project analytics
Facilitate the definition of project scope, goals, and deliverables
Provide direction and support to the project teams
Monitor and report on project progress to stakeholders
Estimate the resources and participants needed to achieve project goals
Draft and submit budget proposals, and recommend subsequent budget changes where necessary
Develop best practices and tools for project execution and management
Perform additional duties such as the creation of project charters and weekly presentations
Before I became the ERP Program Manager I was the IT Management Consultant and Senior Program Manager at Celgene directing IT activities on a successful launch of a Risk Evaluation and Mitigation Strategy (REMS) harmonization endeavor, which enabled a single point of entry via a portal for Prescribers, Patients and Specialty Pharmacies across the company’s suite of existing REMS based pharmaceutical products as well as supported the launch of a new pharmaceutical product known as Pomalyst®. To help ensure IT's readiness in supporting the launch, I established a Probability of Success Framework which routinely aggregated the program's overall risk measure and proactively invoked the right program contingencies at the right time and at the right price. For this endeavor, I started with a RFP and established a sponsorship spine, integrated program plan, work stream specific project plans, risk management framework, on-boarded specific vendors who created the system and constructed a post launch framework to measure business benefit achievement. The post launch framework is comprised of both technical and business measures (KPIs) with the focal point on customer satisfaction. In today’s environment, the launch period has become critical to the success of getting a product to patients and prescribers. Making this happen requires pro-active planning in laying out the different scenarios which can occur, an organized cross-functional team with a comprehensive understanding of IT and the business and a relentless focus on execution. Pulling these components together created a "Best in Class" team.
Another example of my capabilities, I took on the responsibilities of leading a team of 20 plus members in the implementation of a Global Electronic Laboratory Notebook System spanning Merck's Research Organization. I started this project with a business case, then selected the appropriate vendor after methodically going through an RFP process. At project closure the team I led came within 1 month of the original forecasted date and within budget. I specialize in using earned value metrics such as CPI and SPI to monitor the health of programs and projects.
In all my endeavors, I am responsible for the processes, governance and tools used to create, assess, plan, drive and communicate the execution of very large programs.
Key responsibilities are as follows:
Define Program and Project Charters
Design, lead and evolve the Sponsorship Spine (Sponsors, Steering Committee, PMO...)
Overall investment, benefit and risk optimization
Active program performance monitoring and controlling
Business environment change adaptation with focus on realization
Information exchange and linkage to associated external initiatives
Partner with peer leaders and project managers to achieve program goals