Reprinted from PHARMACEUTICAL ENGINEERING®

The Official Magazine of ISPE

September/October 2011, Vol. 31 No. 5 Project Controls Systems Integration
www.ISPE.org ©Copyright ISPE 2011

The article
presents the The Science of Project Management:
implementation
of a suite Project Controls Systems Integration
of software
packages
that together by Frederick Cramer, Susanne Keller, Christopher Law,
provide a total Thomas Shih, and Britton Wolf
Enterprise
project
management
system.
Background

G
This article presents the implementation of
enentech is among the world’s lead- the software packages and covers:
ing biotech companies with multiple
products on the market and a drive to • Estimating and Benchmarking
discover, develop, manufacture, and • Cost Management
commercialize new medicines to treat patients • Schedule and Risk Management
with serious or life-threatening medical condi- • Small Project Portfolio Management
tions.
In 2005, Genentech was ramping-up a build Challenges are discussed, such as organizational
program due to increased demand for existing resistance to change, and advantages are listed
and new medicines about to come to market. By for having an integrated Enterprise wide project
that time, Genentech had grown from a small management system.
biotech company with less than 3,000 employees
in 1995 to more than 9,000 employees. Introduction to PCSI
It quickly became apparent that an ad hoc Project Controls System Integration or PCSI
approach to project management of capital con- (pronounced Pixie) was the vision of the head
struction projects would no longer be sufficient. of Project Engineering in 2005. The basic idea
To keep pace with growth, an intensive effort formed from a desire to bring together discrete
was launched to investigate and then imple- tools that dealt with cost control, estimating,
The concepts in ment a set of integrated tools and approaches benchmarking, change and risk management,
this article were to facilitate project planning and execution. and moving from a series of misaligned spread-
applied to the Investing in a full suite of project plan- sheets to a database driven model.
ECP-1 Facility, ning, monitoring, and control mechanisms is a One of the goals of PCSI was to avoid manual
Overall Winner prudent and necessary step to ensure project re-entry of data when moving from one spread-
of the 2010 delivery. This investment must start in the sheet to another, consequently reducing human
Facility of the front end planning stage to ensure the most error. Furthermore, having all the project in-
Year Awards. appropriate execution strategies are selected formation in a common tool based on real-time
For further and to put into place the necessary software data would enable management to make better
information on platforms and resources to provide support decisions.
this project, see during the entire project life cycle. A special As the idea germinated and additional detail
“Case Study: focus on end-to-end project planning, cost, and was developed, the decision was made for the
Genentech’s schedule integration with comprehensive feed- modules to be “off-the-shelf” solutions that could
ECP-1 Bacterial back is an absolute necessity if project goals are be supported by the in-house IT department. A
Manufacturing to be met. In addition, an integrated estimating concept map shown in Figure 1 was developed
Facility, Overall and cost control scheme must be developed in with a holistic approach.
Winner, 2010 tandem with the execution plan and early phase The concept map was developed to provide an
Facility of the schedule development to ensure costs remain overall vision for the capital planning and proj-
Year Awards” in within the original authorized amount. ect delivery teams. The “Project Controls” and
the March/April The result of this effort was a suite of tools “Benchmarking” sections of the map were to be
2011 issue of and approaches known as Project Controls considered as a suite of integrated, off-the-shelf
Pharmaceutical System Integration, which was spearheaded tools that would communicate and pass data. A
Engineering. by a newly formed Project Services group. set of requirements for these tools was identified

September/October 2011 PHARMACEUTICAL ENGINEERING 1

 Project Controls Systems Integration

Figure 1. Functional tools concept map.

and the project was initiated. The first was an increased competency estimates or review/challenge external
Concurrently, a cross functional in development of high level cost ideas/ costs estimates for large projects in
team developed a set of Good Engineer- options with a +/- 50% accuracy for long execution.
ing Practices (GEPs) that detailed all of range planning. The second required a This requires both a tool that devel-
the business processes underlying the flexible way to develop detailed internal ops, stores, and reports information in a
Project Services functions of estimat-
ing, scheduling, cost, change, and risk
management. The GEPs incorporated
much of the native knowledge of the
Project Management group along with
industry best practices. After intensive
vetting by an extensive review process,
these practices served as the basis for
engagement of PCSI.
After considering these require-
ments and implementing a strict bid
and award phase, the solutions chosen
were Skire Unifier for cost and change
management, Primavera and Microsoft
Project for project and portfolio plan-
ning, Timberline for estimating, and
Advisor for benchmarking - Figure 2.

Estimating and
Benchmarking
During Genentech’s rapid growth pe-
riod, a focus on capital efficiency and
planned, predictable performance re-
quired the development of accurate cost
estimates. Two major considerations
Figure 2. Tool implementation.
were examined to meet these needs.

2 PHARMACEUTICAL ENGINEERING September/October 2011

 Project Controls Systems Integration
flexible, but consistent manner, as well database file structure was developed of remote access is possible.
as staff that understand the concept that allows controlled access to a large When an organization has reached
and methodologies of estimating. group of users and is consistent with a high maturity level, the requirement
Senior management bases business the official Portfolio structure. for improved efficiencies in business
decisions on accurate cost data. It is In building and modifying several processes and a corresponding reduc-
important to develop cost estimates first of their kind biotech manufactur- tion in duplicative work becomes a
with the highest possible accuracy at ing facilities, the challenge of a lack of focus. Once the organization becomes
any stage of the project lifecycle. Taking standard processes and equipment da- committed to standardization, project
this into account, the following needs tabases became apparent. To account for cost forecasting becomes increasingly
were identified: this, Timberline provides the flexibility transparent and more real-time, in
to use multiple cost databases, includ- turn facilitating effective executive
• flexibility in cost breakdown struc- ing an internal custom library based management decision-making. Enter-
ture to analyze options for financial on historical data and off-the-shelf prise reporting re-packages content
feasibility solutions. Additionally, standardized for a variety of purposes, and single
• options to develop estimates with a formats to develop estimates, collect sources of data become a governing
fast turn-around time benchmark data, and create reports principal. This initiative at Genentech
• credible in-house resources to work aid in comparing project information. was referred to as “Class A.”
on confidential project studies Most early project cost studies or There are several related concepts
• build credibility with customers alternative analysis use the detailed that, when applied together, multiply
through a consistent and accurate data from Advisor from similar projects. in value to a business, including: 1. one
reporting format used throughout The tool allows online access 24/7 at set of numbers, 2. workflow processes
the project life cycle any location with multiple standard aligned to actual work, 3. common cost
and custom reports based on high level codes across all accounting/PM sys-
Before focusing on the tool to support metrics. tems, 4. standardization of individual
estimating and benchmarking services, Requests for high-level ROM es- business processes, 5. one process for
a small team of experienced estimators timates frequently come from senior change control, and 6. one format for
and project controls specialists devel- management. To provide information each standard report.
oped business processes and common with a quick turnaround time, it is Data exists in many locations
guidelines. The selected tools included important to have a benchmarking tool, throughout a company. Whenever
Timberline as the detailed estimating like Advisor, that is accessible online individuals query different financial
tool with a standard RS Means database and provides custom reports for any systems and find differing answers, the
and an internal custom process data- special needs. Benchmarking is crucial credibility of the numbers is called into
base, E2 as the filing and information to avoid losing valuable historical in- question, or worse, severe errors occur.
set, and Advisor as the global online formation, which improves the quality Off-the-shelf software often requires
benchmarking tool. Timberline has a of future estimates. that company business processes and
direct connection to Advisor to move Of high importance were clear and procedures change to match the ter-
cost estimates for benchmarking and consistent reporting options from all minology and workflow of the selected
a direct Enterprise Service Bus (ESB) tools spanning high level to detailed system. An advantage of tools that are
connection to the Unifier to transfer information. These outputs have in- configurable is that the workflow can be
the latest estimate. creased credibility with the entire client set up to match exactly how teams do
To perform fast and flexible alterna- base. their work. Applying common cost cod-
tive costs sorting, Timberline can show ing across the corporate systems from
data in different breakdown structures. Cost Management accounting, estimating, project manage-
Four standard Work Breakdown Cost management procedures and ment, and benchmarking enables all
Structures (WBS) were developed for change control are fundamental building arms of the company to speak the same
estimating, benchmarking, financial blocks of controlling costs on projects. language and data to be consistently
asset allocation, and senior reporting. When common definitions and proce- exchanged or compared.
The system also provides the capability dures are coupled with a standard tool- There are many ways to approach
to map costs to any custom categories kit, accuracy and confidence is increased. cost control and various project team
(e.g., cost breakdown for process steps The information can be aggregated members may have perfectly valid
for option analysis). This flexibility aids across projects and provide actionable methods of performing individual cost
in supporting both customers and the intelligence and visibility across the en- management tasks. Unfortunately, by
internal Finance Department with data tire portfolio. Ultimately, the analysis of not utilizing the same business pro-
analysis. the common data can be used to improve cesses, it cannot be guaranteed that
To ensure a structured and consistent performance on future projects. If the values displayed mean the same things
way to document and store estimating tool is based on the corporate network across the project or organization. A
and benchmarking data, a server based or the internet, the added convenience workflow ensures a standard business

September/October 2011 PHARMACEUTICAL ENGINEERING 3

 Project Controls Systems Integration
process is followed and that project data
are comparable.
Change control on a project touches
many facets of execution from the legal
contract modifications through the
delegation of approval authority to
commit funds, as well as the impacts to
the project forecast. Utilization of the
system means that all changes can be
seen and tracked exactly the same way.
Standard sets of reason codes and root
causes allows aggregation of data across
all projects for analysis, potentially
leading to improvements in execution
on future projects as trends may be
corrected early.
Issuing standardized reports from
enterprise systems ensures that each
project is measured identically and that
management can have confidence in Figure 3. Workflow.
the accuracy of the project results and
forecasts. The same data can be repack- 9. Contingency system produces these day-to-day
aged easily for multiple purposes such reports in a simple tabular log format
as project reports, management dash- The Cost Management and Change that can be output in many formats
boards, and executive summaries. Control processes were divided into and automated to run and e-mail on a
The primary key success factor to five sub-processes. Each sub-process fixed schedule.
cost management is to understand ev- has several business processes that The next level of report is more com-
ery business process that the system is collect and manage the data required plex, either crossing multiple business
intended to control. To set up the tool, for control, including: processes or requiring advanced format-
the level of detail required is impos- ting. Genentech utilizes Business Ob-
ing as the configuration extends from 1. Estimate Control jects and Crystal Reports for this type
the names of each individual field to 2. Budget Control of report. An example would be project
the values on every drop down menu 3. Commitment Control monthly reports, which have multiple
as well as the roles of personnel that 4. Expenditures Monitoring tables and charts along with period
take action at each step. The benefits 5. Forecasting progress reporting. In addition, many
are that each option exactly matches reports that cross multiple projects or
how you want the business processes to Each of the sub-processes are managed portfolios are used for Capital Planning
work. The second key factor is to have a via a set of custom business processes or other functional business units such
common cost coding structure to enable with formal data collection and work- as Capital Finance and Corporate Risk
the communication and transmittal of flow - Figure 3. A separate module was Management - Figure 4.
information in a common way. implemented to manage the Planned The final level of reporting is for
Genentech adopted a Common Es- Capital Portfolio for the company in senior management. At this level,
timating Structure (CES). This coding terms of projects included in the plan, dashboards, traffic lights, and summary
exists in the corporate accounting sys- the approved (updated quarterly) scope reports are made for reviewing excep-
tems (SAP), the estimating system, the and budgets, and the planned cash out tions. Highly formatted and suitable
project management system, and the forecast. for presentations, these reports apply
benchmarking systems. At the highest Once data collection begins in the standard business rules across all
level, the codes include: project management system, it needs projects ensuring all are evaluated in
to be made available for use via report- a similar fashion.
1. Site Works ing. Reporting is done at several levels An additional benefit was that many
2. Building within the organization with differing corporate functions became aware of the
3. Equipment needs and levels of detail. At the project value and type of data collected. Stan-
4. Process Installation level, highly detailed transaction re- dard reports are requested for items,
5. Internal Labor ports are required to manage the work. such as asset allocations, cash flows; and
6. External Labor These include items like detailed cost in service date reports for calculating
7. Indirect Costs and Expenses reports, change order logs, purchase future depreciation. Risk management
8. Validation requisition reports, etc. Genentech’s utilizes construction schedule reports to

4 PHARMACEUTICAL ENGINEERING September/October 2011

 Project Controls Systems Integration
teams utilize Microsoft Project, which
is linked to the P6 database via Project
Link or exported directly. The corporate
database includes some 500 manufac-
turing projects and more than 300 non-
manufacturing projects with schedule
milestone data transferred from the
P6 database to Unifier via an ESB for
consolidated management reporting.
Pertmaster, which is a software package
that “bolts on” to P6, is used to execute
both cost schedule and risk simulations
for project risk management.
For the large project portfolio, dedicat-
ed planners build-out the details on the
shared P6 platform drawing on proven
logic libraries, or “fragnets,” to ensure
consistency. A common standard WBS
for all projects allows for summarization
of the schedule data under projects or
other pre-defined portfolio structures.
The level of detail is dependent on
project requirements with the larger,
more complex manufacturing projects
requiring significant detail, while the
office and lab projects less so. Figure 5
displays a roll-up by the major functional
areas under the manufacturing and
non-manufacturing groups. Each area
is comprised of numerous small and
large projects, which can be highlighted
or grouped in any way required. The
active project schedules are updated
at a minimum of monthly intervals
in the scheduling platform, and the
resulting critical reporting milestones
Figure 4. Project report. are “pushed” to Unifier. The resulting
schedule information is matched in Uni-
procure the proper insurances for the Corporate Engineering, operational fier with the cost data and project status
duration of the portfolio of projects. support groups as well as AEs, CMs, for monthly management reporting.This
and subcontractors. Other areas that seamless data flow presents accurate
Scheduling and Risk needed to be addressed to meet the and timely information to management
Management performance objectives were a standard with a minimum effort.
In the areas of project planning, sched- project risk toolkit, optimization in the One area of emphasis has been end-
ule control, and risk management, area of resource planning, and some to-end project planning. Major projects
the simple premise was to strive for enhancements in the project front-end have successfully knitted together
planned, predictable performance. This planning process. typical project execution schedules
was enabled by clear, consistent, and For system implementation, the (i.e., engineering, module fabrication,
accurate reporting using a single enter- chosen platforms are a Primavera P6 construction, and Commissioning,
prise source of planning and scheduling database (hereafter called “P6”) and Qualification and Validation [CQV])
with portfolio capability that communi- Microsoft Project in which the project with business infrastructure functions.
cated key milestones for management schedules, resource libraries, and all as- While all engineering and construc-
review. Obtaining the targeted project sociated schedule data are constructed tion schedules are in P6, business
schedule performance required an in- and stored. The major projects are infrastructure or operations sub-teams
crease in collaboration and end-to-end scheduled on the P6 platform with often work in Microsoft Project, as this
project planning by driving more robust dedicated planners, while some of the is the platform with which they are
planning by all sub-teams, including smaller projects and operational sub- most comfortable. On one of the large

September/October 2011 PHARMACEUTICAL ENGINEERING 5

 Project Controls Systems Integration
resources – including project manage-
ment, project services, design, automa-
tion, process engineering, quality, and
procurement – as part of the work plan
allows management to “see” the peaks
and valleys of required staffing based
on both actual and potential projects.
This ensures that the resources are in
place to properly support the projects,
including considering alternative proj-
ect timings. The intent is to ultimately
load craftsmen to ensure the project
sites are not exceeding available local
resources so as not to experience ad-
ditional labor costs.
Another area targeted for enhance-
ment was project front end planning.
Historically, there have been issues with
the discipline of the front end planning
Figure 5. Schedule project portfolio. process with the early activities not tak-
ing place in a timely and robust manner,
complex projects, all data was pulled solidated planned vs. actual vs. forecast examples being strategy and contract
together in the P6 platform with a total progress for CQV of critical systems development, scope review meetings,
of some 20 separate sub-schedules and with progress weighted by man-hours, etc. In order to address this, standard
16,000 activities over several continents, while displaying percent completes and logics have been developed and pub-
including detailed design in Cincinnati, identifying which system is critical. lished to guide and track progress. This
OH, module fabrication in Charleston, Document progress is another key process engages groups from procure-
SC, site construction in Singapore, and activity to track in an integrated sched- ment, project management, legal, and
process design and overall integration in ule. Quality documents and SOPs are engineering support groups who may
South San Francisco, CA. This tight level required for project completion (i.e., the be only partially engaged during the
of integration contributed significantly project is not complete until the paper- early phases of the project, especially
to a project that went from design to work is done). All the details were devel- given their workloads on active projects.
qualification lots in just 24 months. oped and updated in the schedule and This approach has helped illuminate
Rigorous CQV scheduling has been linked to the “impact systems.” Some the early project phases, allowing both
extremely important for project success. projects have tracked the progress of the teams and management to make
Some CQV sub-schedules have included as many as 600 critical documents with those critical early decisions.
as many as 4,000 activities and utilized 2,800 activities and publish a family of To manage project execution risk, a
techniques such as resource and equip- curves with status of the draft through straightforward methodology was intro-
ment leveling to verify achievability of approved stage of all documents. This duced that starts with a standard risk
completion dates. This planning and approach has successfully ensured that log to capture discrete project risks, rate
status is typically aggregated in the all documents are complete and ready these risks for cost, and schedule impact
project master schedule with numer- to support licensure of a facility. and assignment of a responsible risk
ous exhibits generated weekly from the To increase productivity, Workforce owner - Figure 6. A formal session is held
schedule data to ensure the project is Planning needed to be enhanced. Load- with the extended project team to brain-
on target. Often exhibits display con- ing all of the corporate engineering storm and capture the risks following
up with development of mitigation and
responses as well as follow-on updating
on a monthly basis. Based on this data,
a risk rating is calculated for each item,
which is flagged on the log. This simple
approach provides the team with a con-
sistent and reliable basis for continuous
risk management throughout the life of
the project. The risk log feeds discrete
risks to Pertmaster software. Coupling
these risks with a cost loaded schedule
Figure 6. Risk log. allows for the generation of “Monte Carlo”

6 PHARMACEUTICAL ENGINEERING September/October 2011

 Project Controls Systems Integration
• Cost Management – Unifier is the
key central repository that all in-
formation feeds into and is used to
report out information. The latest
estimate, budget, change orders,
PO commits, actuals are managed
within Unifier. The level of detail was
simplified by reducing the potential
number of WBS codes used to track
small projects from approximately
1200 codes to a standard list of 35
codes. SAP actuals are fed into Uni-
fier once a month and a reconciliation
process is put in place.
• Reporting – while Unifier has user
defined reports that can be run from
within the system to report on the
projects and portfolio, a Business
Objects Universe has been created
against the Unifier database that
allows for powerful customized ad
hoc reporting of project information
across the portfolio of projects.

Establishing a reporting cadence is crit-

ical to provide the structure for ensuring
the data integrity on a portfolio. It sets
Figure 7. Risk simulation.
expectations on the timing of when
information should be updated in the
cost and schedule simulations. For the required thoughtful consideration of system and the quality of the informa-
schedule simulations, it is typical to gen- adjusting tools and processes to ensure tion at various times within the month.
erate probable project completion dates, standard processes for managing indi- That coupled with regular management
while for cost simulations, generation of vidual projects at the appropriate level of review of the information is critical to
probable project final costs is the norm, detail that feeds into a portfolio rollup. ensure accurate data. If the information
both given a level of certainty - Figure The implementation of PCSI to man- is not being used and reviewed at the
7. Simulations are often produced as age a portfolio of small projects required appropriate level, it quickly goes stale.
the project moves toward final funding a few adjustments in the application of Figure 8 displays report build up used
and at other important inflection points. the tools, as follows: for small projects.
This information is used to verify project The reporting foundation starts at
funding, develop potential contingency • Estimating – since most of Facilities the individual project level. Each Proj-
levels, and to review possible project Engineering projects are small and ect Manager (PM) in conjunction with
completion dates. Management often less complex, the group chose to
requests simulations when issues arise continue to use Excel for estimates,
during execution that may affect project which are manually uploaded into
outcome. Unifier. As a project goes through
different phases, the estimate is
Small Project Portfolio updated in Unifier directly.
Management • Scheduling – due to the less complex
The original PCSI vision was to develop nature of small projects, Microsoft
a suite of best in class tools to control Project is used as the primary sched-
and manage cost and schedule for large uling tool, and Project Link pushes
individual capital projects greater than the schedules into Primavera. A
$5 million. The implementation of these standard template was developed for
tools for the Facilities Engineering group all projects that have the 14 reporting
to manage an $80 million small project milestones with a baseline, forecast,
portfolio of over 300 projects, ranging and actual that are pushed from
in value from $20,000 to $5 million, Primavera into Unifier monthly. Figure 8. Small project reporting buildup.

September/October 2011 PHARMACEUTICAL ENGINEERING 7

 Project Controls Systems Integration
their Project Controls Engineer (PCE) stage cost forecast against approved define roles and responsibilities as well
must update the cost and schedule in- budget cost variance that drives a as definitions around data required and
formation for their individual projects stoplight color. The calculations behind clear reporting objectives.
by the first week of the month. the stoplight color match the Project As with any changes in organiza-
The Project Monthly Summary Monthly Report. This information al- tions, workflows, or the implementation
Report pulls together four discrete lows the manager to focus on addressing of new systems, it is very important to
data elements that indicate whether a issues on projects not on target (stop have strong senior management sup-
project is under control. This is reviewed light yellow or red) and serves as a port and to be transparent with the
by the PM and provides an update on second level data integrity check. extended organization.
the project status and first level data A Portfolio Report is meant for use by One of the biggest challenges to the
integrity check. The four elements portfolio owners and organized to filter success of PCSI was the organizational
included are: for projects that make up their portfo- resistance to both the new procedures
lio spend. It provides overall cost and and the new system that would enforce
• Project Metadata Data – basic schedule information, but also breaks compliance. A significant effort was
project information such as project up the cost into capital and expense required to bring the organization to a
number, name, current phase, project dollars (which are separate budgets). maturity level that embraced both the
team members, key vendors, plus key The report also provides cash flow new disciplined approach to Project Con-
data fields that drive report logic. information on actuals and allows for trol and the new Enterprise system.
• PM Narrative – a monthly narrative forecasting against portfolio budgets. To manage and report on a large
entered by the PM into Unifier to Metrics are used to measure cost portfolio of projects requires resources,
provide commentary on project sta- and schedule performance on active effort, and discipline. When coupled
tus and highlight any key issues. and completed projects, and measures with the PCSI suite of tools, which has a
• Cost Summary Info – the latest how the portfolio is performing against central repository for all project cost and
information on estimate, budget, a Class A goal of 95% within process schedule information, an organization
change orders, commits, actuals, metrics tolerance. can truly work to “One Set of Numbers.”
trends, and forecast from the cost Ad hoc Reports that answer various Combined with the implementation of
sheet. Also included is monthly cash business intelligence questions is the robust processes and regular manage-
flow forecast information and cost cherry on top. You get this informa- ment review of the information, this
variance stop light color status. tion essentially for free by having a becomes the right formula to effectively
• Schedule Info – reporting on 14 key robust database of accurate project manage a portfolio of projects.
milestones that are incorporated into data. Some examples of leveraging the
the standard schedule template used database would be to answer Business About the Authors
for all project schedules and schedule Intelligence questions, such as Status Frederick Cramer
variance stop light color status. on Project in Closeout, Contingency received a BS in biolo-
Setting and Usage across Portfolio, gy from the University
The combination of Project Metadata, General Contractor Workload/Volume, of Texas San Antonio
PM Narrative, Cost, and Schedule Analysis of Hard vs. Soft Cost %, Review and an MBA from
should tell an aligned story. If elements Planned Project Start, List of Projects San Francisco State
are not aligned, it is usually a sign of that Impact Key Stakeholders. The pos- University. Following
poor data integrity. For example, if a sibilities are limited only by the data a 10 year tour of duty
project is in Construction Phase, but and its accuracy within the system. in the US Navy, he began a career in
the budget is much less than the esti- project controls in the San Francisco
mate and there is no actual completion Conclusion Bay Area. Several years were spent
date on Detailed Design Phase, there The introduction of the PCSI enter- working on large public works projects
is a misalignment of the information. prise system has provided a holistic such as highways, tunnels, and on the
That usually warrants investigation to and integrated project management Program Management team for the
determine if the data has been properly solution. The solution bridged from the SFO Airport Master Plan Expansion.
updated. Perhaps the project should earliest phases of estimating, through In his 12 years at Genentech as the
still be Detail Design Phase. detailed planning and budgeting, to Senior Manager of Project Controls he
A Stage Health Report provides scheduling, cost reporting and risk oversaw the worldwide project controls
a manager/director view of all active management, and finally to close-out services on all of Genentech's major
projects filtered by the PMs reporting and benchmarking. capital projects. In 2007 he was the
to them. It provides a snap shot view Although the implementation of a project controls representative in the
of current stage forecast completion database of project management tools design of the PCSI tool suite. Currently,
milestone against a baseline variance requires a significant commitment, it is he is the Program Manager for Global
that drives a stoplight color. For fully only part of the solution. The organiza- Tools roll out, a role that was brought
funded projects, it calculates a current tion must have robust processes that about by the Roche acquisition. He

8 PHARMACEUTICAL ENGINEERING September/October 2011

 Project Controls Systems Integration
can be contacted by email: fcramer@ Thomas Shih has
gene.com. a MS in civil engi-
Genentech – PTEA-S, 1 DNA Way, neering from Stan-
South San Francisco, California 94080 ford University and
USA. a BS in mechanical
engineering from UC
Susanne Keller is a Berkeley. He has 19
Diploma Engineer (MS years of experience in
in Arch.) from the Tech- the Construction Project Management
nical University in industry. The last six years have been
Berlin, Germany. With spent at Genentech in several roles in
13 years of experience the Project Services group. As Schedul-
in the construction ing Manager, he was part of the original
industry, Keller has team that rolled out Project Controls
spent the last seven years at Genentech System Integration. He currently man-
performing various roles in the Project ages the Facilities Engineering Project
Services and Project Management Services group supporting the execution
groups. As the Estimating and Bench- of projects greater than $5 million.
marking Manager, she was part of the Prior to Genentech, he spent 13 years
original team who rolled out Project as a Project Manager on the General
Controls System Integration. She cur- Contractor side on various construction
rently manages Genentech’s Project projects for the biotech, semiconductor,
Controls and Estimating/Benchmark- education, and heavy civil sectors. He
ing groups supporting the execution is a California Register Civil PE and
of projects above $10 million. Prior to PMP. He can be contacted by email:
Genentech, Keller spent six years in [email protected].
various roles from Designer, GC, and Genentech – Facilities Engineer-
CM on construction projects in the Life ing, 1 DNA Way, South San Francisco,
Sciences and Healthcare sector. She is California 94080 USA.
a PMP. She can be contacted by email:
[email protected]. Britton Wolf received
Genentech – PTEA-S, 1 DNA Way, a BS in mechanical
South San Francisco, California 94080, engineering from the
USA. University of Florida
and an MBA in finance
Christopher Law from DePaul Univer-
received a BS in quan- sity in Chicago. He
tity surveying from has spent the last 20
Caledonian University years working in the engineering and
of Glasgow, Scotland. construction industry with a special
He is a Chartered emphasis in the pharmaceutical and
Quantity Surveyor and biopharmaceutical industry. He has
has spent the last 27 worked a diverse range of projects in
years working in the engineering and the US, Europe, and Asia most recently
construction industry. He has worked in the “2010 Facility of the Year Award
the pharmaceutical and biopharmaceu- Winner” ECP1 in Singapore. At pres-
tical industry for the last 17 years. He ent, he is the Manager of Planning and
has worked a diverse range of projects Scheduling in Corporate Engineering
in the US, Europe, and Asia. At pres- responsible for multi site, large project,
ent, he is Director of Project Services project controls support for Genentech.
at Genentech, Inc. He qualified as a He can be contacted by email: wolfb5@
PMP and AVS. He can be contacted by gene.com.
email: [email protected]. Genentech – PTEA-S, 1 DNA Way,
Genentech – PTEA-S, 1 DNA Way, South San Francisco, California 94080
South San Francisco, California 94080 USA.
USA.

September/October 2011 PHARMACEUTICAL ENGINEERING 9