How to increase your resource management maturity to support data-driven decisions

How Strategic Portfolio Management (SPM) synchronized with Project Management transforms life sciences leadership

Life sciences R&D leaders operate in an environment defined by scientific uncertainty, regulatory scrutiny, capital intensity, and accelerating portfolio complexity. As pipelines expand across modalities, indications, and development models, leadership decisions increasingly hinge on the ability to align long-term strategy with day-to-day execution realities.Traditional Project and Portfolio Management (PPM) provides essential operational control, but on its own it alone cannot support the strategic investment decisions required at the enterprise level. Strategic Portfolio Management (SPM), when tightly synchronized with PPM, enables leadership teams to connect strategy, capital allocation, and execution performance in a single decision framework transforming how R&D portfolios are governed, optimized, and steered over time.The limits of traditional PPM in R&D leadershipPPM has long been the backbone of R&D execution. It brings discipline to planning, budgeting, resourcing, and milestone tracking across clinical and non-clinical programs. However, most PPM implementations evolved to answer operational questions:Are projects on schedule and within budget?Do we have sufficient resources across functions?Are milestones being met?While necessary, these questions do not address the strategic imperatives facing life sciences organizations today. R&D leaders must decide:Which assets best align with therapeutic and platform strategy?How should capital be reallocated as risk profiles change?What trade-offs maximize long-term portfolio value, not just short-term delivery efficiency?Without a strategic layer above PPM, leadership teams are left interpreting operational data through intuition and experience, often relying on static spreadsheets and offline analyses during critical decision moments.Strategic Portfolio Management: elevating the conversationStrategic Portfolio Management shifts the focus from managing projects to managing investments. It connects enterprise and R&D strategy to portfolio decisions by answering questions such as:Which programs best advance our strategic objectives?How balanced is our portfolio across risk, modality, and indication?Are we investing in the right mix of near-term and long-term value?In life sciences, SPM incorporates dimensions unique to R&D: probability of technical and regulatory success (PTRS), development phase risk, competitive landscape, and evolving regulatory requirements. It reframes the portfolio as a living system of bets rather than a list of projects.However, SPM alone does not transform leadership unless it is synchronized with PPM execution.Why synchronization mattersMany organizations invest heavily in either strategic frameworks or delivery systems but rarely integrate the two. Strategy teams operate with high-level models and assumptions, while PPM teams manage execution realities in separate tools and processes. This disconnect creates three critical gaps:Strategy without execution truth Strategic scenarios are built on outdated or manually curated data, undermining credibility and adoption.Execution without strategic context Projects is optimized locally, even when they no longer make sense at the portfolio or enterprise level.Delayed leadership response Decisions are made after the fact, once financial or timeline impacts are already locked in.Synchronization between SPM and PPM closes these gaps by creating a continuous feedback loop between strategy and execution.The synchronized SPM–PPM operating modelWhen SPM and PPM are aligned, leadership gains a unified operating model built on three pillars.A single, trusted portfolio view Strategic objectives, investment themes, financial forecasts, risk scores, and milestone data are drawn from a harmonized data foundation. Leaders no longer debate the numbers; they debate decisions.Real-time scenario planning Changes in clinical outcomes, regulatory guidance, or market dynamics can be modeled instantly. Leaders can see the downstream impact on cost, timelines, resource capacity, and portfolio value—during the meeting, not weeks later.Dynamic capital and resource reallocation Funding and resources move with strategy. Programs are accelerated, paused, or terminated based on evidence and strategic fit, not sunk-cost bias.This synchronization transforms portfolio governance from a periodic review process into a continuous leadership capability.How leadership behavior changesThe most profound impact of synchronized SPM and PPM is not technical; it is behavioral.From reactive to proactive leadership Instead of responding to surprises, leaders anticipate them. Early signals from execution feed strategic decisions before issues escalate.From consensus by anecdote to evidence-based alignment Discussions shift from opinions to quantified trade-offs. Leadership alignment improves because decisions are transparent and data driven.From portfolio defense to portfolio optimization Functions stop defending individual projects and start optimizing outcomes for the enterprise and patients.In pharma and biotech R&D, where each decision can represent hundreds of millions of dollars and years of effort, this shift is transformative.A Practical Roadmap for Life SciencesLeading life sciences organizations adopt a systematic approach to SPM. While frameworks vary, many leaders follow a six-step modelAgree on standardized value definitions Establish common definitions of value across functions whether that’s scientific breakthrough, patient impact, cost reduction, or revenue growth. Assess the current portfolio Conduct a comprehensive audit of all ongoing and planned programs to understand redundancies, risks, and alignment with strategy. Try our quick 5 min SPM maturity assessment calculator to get a preliminary report of your current SPM-PPM maturity interms of people, process and technology.Develop a strategic portfolio roadmapAlign all major initiatives such as clinical, digital, operational with long-range organizational goals, balancing short-, mid-, and long-term value. Design value metrics and adoption support Implement measurement systems and train leadership teams to use data effectively in decision cycles. Set a regular performance cadence Establish quarterly executive portfolio reviews to evaluate progress, adjust priorities, and anticipate emerging risks.Continuous optimization Use ongoing feedback and performance data to refine portfolio composition dynamically.A leadership capability, not just a system upgradeUltimately, Strategic Portfolio Management synchronized with PPM is not a tool implementation; it is a leadership capability. It empowers executives to make bold, timely, and defensible decisions in an environment defined by uncertainty and complexity.For pharma and biotech leaders, the question is no longer whether to adopt SPM-PPM synchronization, but how quickly it can be embedded into the fabric of portfolio governance.

What is Strategic Portfolio Management (SPM) and why should it matter in life sciences PPM

In life sciences, every portfolio decision shapes the future of innovation affecting R&D timelines, regulatory milestones, and patient impact. Yet many organizations still struggle to connect day-to-day project execution with strategic intent. Disconnected systems, siloed data, and limited visibility into capacity and forecasts make it difficult to see where value is truly being created.Strategic Portfolio Management (SPM) changes that. It elevates traditional project and portfolio management into a strategic capability one that unites scientific, financial, and operational insights to drive better, faster, and more confident decisions. For pharma leaders, SPM is not just about managing portfolios, it’s about steering the organization toward measurable outcomes, optimized investments, and sustainable competitive advantage.In this blog we will unpack the intricacies of SPM, it’s connection with PPM and why life sciences companies need to take SPM seriously. What is Strategic Portfolio Management (SPM)?Strategic portfolio management is a set of business capabilities, processes and supporting portfolio management technologies. It helps pharma leaders create a portfolio of strategic options that focus an organizations resource on portfolios that most align with the strategic goals. This way, key decision-makers can optimize their planning, resource management and budget allocation to ensure every initiative drives a strategic purpose. Why do senior leaders need strategic portfolio management?The #1 challenge that most pharmaceutical companies struggle with, is the silos created by misalignment between strategic objectives and day-to-day execution. Two major gaps causing this issue are: Underlying gap 1: Strategic goals are not clearly defined or communicated to executive teamsConsequence: Siloed decision-making Underlying gap 2: Project-related information, resources data etc. are scattered through multiple disconnected systemsConsequence: Information silos leading to failed PPM efforts Without SPM, functions end up competing for the same resources’ availability, leading to a crisis. On the other hand, leaders lack visibility on high-value/low-risk programs aligned with strategic objectives, and risk-prone/low-value projects to be cancelled – an even greater crisis.The end goal of SPM is implementing a series of processes and tools that facilitate decision making in: Project prioritizations or cancellationsEfficient planning of capacity and resource management so that projects that are of vital importance always have the resources they need.Making informed decisions when it comes to opening or closing investment. How is SPM different from Project portfolio management (PPM)? SPM frameworks are used to make cross-portfolio governance decisions, often with C-suite participation. At i2e Consulting, we approach SPM maturation with an expert-led SPM maturity assessment, where all key stakeholders and decision makers are interviewed.On the other hand, PPM is used to make the granular-level, everyday project/program governance decisions. This involves selecting and prioritizing tasks within the portfolio, allocating resources and streamlining the project lifecycle on a short/mid-term timeline. Here is a brief outline of SPM vs. PPM AspectSPMPPMPrimary focusAre we focusing on the right initiatives?Are we doing the initiatives right? ObjectiveMaximize portfolio value, pipeline success, and strategic impact on organizational goalsOptimize trial timelines, resource utilization, and budget adherence ExecutionTop-Down strategyBottom-Up delivery Decision basisStrategic outcomes: risk-adjusted ROI, probability of success, therapeutic and market alignment Project-level performance: milestones, patient recruitment, cost, schedule VisibilityEnterprise-level view of portfolio alignment, priorities, and value deliveryProject-level reporting and resource tracking End goalEnsure the right portfolio of programs drives pipeline success, commercial value, and long-term growth Deliver projects and trials on time, within budget, and compliant Read more: How PPM can increase operational efficiency for faster drug development SPM vs. PPM- not a competition but a partnership for overall excellence Think of planning a vacation and packing a suitcase. PPM: You carefully pack your clothes and essentials, making sure nothing is forgotten.SPM: You decide where to go, how long to stay, and what activities to do ensuring the vacation is enjoyable, efficient, and meets your goals. Similarly, SPM sets the direction such as outcomes, investment guardrails which makes sure the portfolio is in alignment with the strategic goals. Whereas PPM breaks the direction into portfolios and projects, schedules tasks, allocates resources, and tracks progress.SPM and PPM work hand in hand in a closed loopSPM- Top downPrioritizes investments, and initiatives, and PPM plans and delivers.PPM feeds SPM with progress, risk and feedback to adjust the strategy and the portfolio mix. This is a closed loop, and for organizations who can achieve this seamless data transfer between SPM and PPM, they will avoidGreat execution of the wrong projectGreat strategy, but poor execution Why should SPM matter more in Life Sciences PPM? Life sciences projects have some unique challenges. These make SPM especially valuable when layered on top of traditional PPM practices.High uncertainty and long timelines:The drug or medical device development process commonly takes several years and even decades. The uncertainties are significant scientifically, clinically, regulatorily, and in the market. A project that was once a good candidate to meet value or data objectives 5 years ago could now be irrelevant or at least be at risk of being displaced by competitive options and lack of relevance. SPM allows you to course correct, move resources around or stop what once was a valid strategic project. Cross-functional and cross-discipline dependencies:Life sciences portfolios can include discovery science, clinical trials, CMC, device development, regulatory, commercial planning, etc. All these components are highly interactive/connected. SPM can promote discussion about the interrelationships that bind so many of the disciplines together and prevent interdependent support functions from being left behind (e.g., manufacturing scale-up to manufacture). SPM is also a precursor to advanced cross-silo coordination. Scarcity of resources and cost pressure: There are multiple constraints for any portfolio: skill set capabilities, trial site capacity, R&D budgets. SPM can allow you best allocate these resources to the projects that are most important to overall strategy and business objectives. This is critical to achieving the organizational results, rather than prioritizing the flashiest program in the portfolio.”Real-time visibility and scenario planning:Because the environment (science, regulation, markets) changes, decision-makers need up-to-date dashboards and “what-if” modelling. SPM platforms support scenario analysis (e.g., “If we delay Project A, what happens to cash and resources?”) and real-time insight across all projects.Regulatory and compliance constraints:In life sciences, you have multiple stages in a project that must be regulated (e.g., clinical phases, submissions). Many of the decisions made on a project must have legitimate audit trails, documentation of justification and regulatory follow rules. There are defined best practices to help organizations think through these challenges. Take your first step towards SPM maturation with i2eWhether you’re managing a few regional projects or working on global-scale pharma portfolios, we bring 15+ years of life sciences PPM success and SME expertise to help you reach a stronger future. With the APEX framework – our life sciences-specialized SPM maturity framework – we help you spot hidden inefficiencies restricting your growth potential and guide you towards the highest maturity level with a strategic roadmap and expert guidance. Book a 1:1 SPM assessment today to get started. Article by: .profile-image img{ width: 200px !important; height: 200px !important }

Microsoft Project Online is retiring: What’s next for organizations?

Microsoft Project Online RetirementMicrosoft has officially announced the retirement of Project Online, marking a major shift in how organizations manage projects and portfolios in the Microsoft ecosystem. While this move may seem disruptive, it’s also an opportunity to modernize your project management landscape with more agile, connected, and scalable solutions.What is retiring and what is not within the MS Project Management ecosystem CategoryProduct / Component StatusProject OnlineMicrosoft Project Online (part of Project for Web and Project Online Plans 1–5) Retiring (officially retiring on September 30, 2026)Project ServerProject Server Subscription Edition (on-premises)Not retiring (Microsoft has committed to supporting it through at least July 14, 2031)Project Server 2019 / 2016 / 2013Legacy on-prem versionsRetiring / Out of mainstream supportPlanner PremiumMicrosoft Planner (and Planner Premium)Active / ExpandingProject Desktop ClientMicrosoft Project Professional (Desktop app)Still available but staticWhat should be your next steps?Our PPM experts identified four key paths forward, some cover Microsoft project alternatives within the Microsoft ecosystems, where are some options go outside Microsoft. Here is a detailed look at their pros, cons, and technical implications to help you make an informed choice. 1. Move to Microsoft Planner with premium capabilities / Power Platform extensionsMicrosoft Planner has evolved beyond a simple task board. With Planner Premium (built on Microsoft Project for the web) and Power Platform integration, organizations can create scalable, low-code project management environments that automate workflows, connect to data sources, and deliver analytics. They can easily recreate their MS Project plans within Planner Premium or extend them using Power Platform components for automation and reporting.Pros:Modern UI and simplicity: Intuitive, cloud-native experience with integration into Teams and Microsoft 365.Automation and customization: Power Automate, Power Apps, and Dataverse enable custom workflows and reporting.Scalable and future-ready: Microsoft’s strategic focus is clearly on the Power Platform–Planner stack, ensuring continued innovation.Unified data model: Leverages Dataverse for consistent data handling and analytics via Power BI.Cons:Migration complexity: Data structures in Project Online differ from Planner/Dataverse, requiring careful mapping and reconfiguration.Feature gaps: Advanced portfolio-level functions (like EVM or multi-dimensional resource planning) require custom builds or add-ons.Change management effort: End users need to adapt to new workflows and interfaces.Cost implications:Low to moderate initial cost: Most Planner Premium and Power Platform capabilities come under existing Microsoft 365 or Power Platform licenses.Implementation costs vary: Custom app development, workflow setup, and Power BI dashboarding can add moderate consulting expenses.Ongoing savings: Reduced infrastructure costs and seamless integration minimize total cost of ownership (TCO). 2. Move to Project Server Subscription Edition (On-Premises)For organizations not ready to go fully cloud-native, Microsoft Project Professional and Project Server Subscription Edition offers a supported, on-premises continuation of Project Online capabilities.Pros:Continuity with existing processes: Familiar interface, enterprise resource planning, and enterprise custom fields, and project detail pages remain intact.Control and compliance: Data stays on-premise—ideal for regulated industries with strict data residency requirements.Integration consistency: Existing add-ins, reports, and integrations can often be retained with minimal rework.Cons:Limited innovation: Microsoft’s development focus has shifted to the cloud; few routine updates are expected.Higher maintenance overhead: Infrastructure, patching, and scalability remain your responsibility.Scalability constraints: Not ideal for distributed or hybrid teams needing mobile/cloud access.Cost implications:High capital cost: Requires on-prem servers, SQL licensing, and ongoing hardware maintenance.Lower migration cost: Minimal configuration changes compared to cloud migration.Higher long-term cost: IT resource overhead, patching, and version upgrades add recurring expenses. 3. Hybrid or mixed approachMany enterprises choose a hybrid setup, using Planner and Power Platform for agile, team-level project tracking while retaining Project Server for enterprise-level program management.Pros:Balanced modernization: Gradual migration minimizes disruption.Best of both worlds: Agile teams get flexibility while PMOs retain robust governance tools.Phased adoption: Allows time to retrain teams and adjust processes.Cons:Integration complexity: Requires connectors or middleware to keep systems in sync.Dual administration: Managing both environments increases oversight effort.Data consistency risks: Without clear governance, data integrity may be affected.Cost implications:Moderate setup cost: Investment in integration tools and Power Platform customization.Reduced upfront burden: Avoids full migration costs by spreading transformation over phases.Higher operational cost: Running and maintaining two environments can increase ongoing spend. 4. Switch to third-party enterprise PPM toolsFor organizations looking for end-to-end project and portfolio management with built-in financials, resource planning, and risk management, third-party tools like Planisware, Clarity, Smartsheet, Monday.com, Planview, OnePlan or Wrike offer comprehensive alternatives.Pros:Rich PPM functionality: Mature features for scenario planning, capacity management, and financial tracking.Industry-specific capabilities: Tailored solutions for pharma, engineering, or R&D.Dedicated vendor innovation: Regular updates and roadmap-driven enhancements.Embedded AI support: Built-in AI agents to streamline everyday project management activities and decision-making.Cons:High licensing cost: Enterprise-level subscriptions can be significant.Complex migration: Requires data mapping, validation, and process reengineering.Reduced Microsoft integration: Some features may require additional connectors or third-party middleware.Cost implications:High upfront investment: Licensing, implementation, and integration costs can be substantial.Predictable recurring costs: Annual subscriptions and vendor-managed support simplify budgeting.Potential savings in efficiency: Rich automation and portfolio analytics can deliver ROI over time. Make the right choice with i2eAt i2e, we help organizations evaluate their Project Online footprint, assess migration complexity, and select the right modernization path—balancing functionality, cost, and long-term strategy. Check out our 7 steps migration roadmap.Our consultants specialize in Microsoft PPM modernization, Power Platform automation, and data integration, ensuring a smooth transition with minimal downtime. Whether your goal is cost optimization, enhanced agility, or future scalability, we design a roadmap that aligns with your business priorities.