IMD-6-0285 © 2006
Cordon, Carlos; Seifert, Ralf; Jäger, François
The first reactions were rather negative; most of the workers believed such an aim was not completely realistic. Procedures were reengineered; people were coached and step by step NNE got to the objective. Workers became more and more energized and felt the 12 months target was reachable. From a 30 to 36 months business typical construction time; NNE first came down to 24 then 18 and eventually 11 months.
Novo Nordisk Engineering Running For Fast-Track Project Execution Case Study Solution
Learning objectives: This case provide a great chance to learn about speed in project management. From a supply chain view it demonstrates the value of involving outside partners to providers in successful project performance from clients. Additionally, it helps understand that even in highly regulated industries (here pharmaceutical business) processes can be changed and improved. From a human resourced management it shows the significance both of investing in project management training and creating energy driving employees to conquer incredibly demanding jobs.
Subjects: Project Management; Pharmaceutical Industry; Construction; Supply Chain Management; Speed to Market; Business Processes Reengineering
Settings: Denmark; Pharmaceutical Construction; 2004 turnover $152 million; 1999-2005
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