ABSTRACT
This conclusion presents some closing thoughts on key concepts discussed in the preceding chapters of this book. The book explores links between pharma projects and pharma business strategy. It examines how a project strategy and more detailed plans could be developed. This entailed using the project option grid to evaluate and prioritise different projects, and also different ways of implementing them. The book also explores the pharma project evaluation, beginning with the business value system, which was defined as the system of aligned activities to which a pharma project adds value. It also examines the imperatives of project mobilisation, control and learning and also how project dynamics could be anticipated and tracked. The book presents a case study of a pharma cost breakthrough project, which delivered major benefits over a two-year period. It describes the importance of understanding the project's environment and strategic thinking. Strategic thinking helps pharma project managers by helping understand their project's external and internal environment.
