Empowering Biotech SMEs towards efficient project management

Project Structures: How to establish with Planview, Planisware, and Project Online

From a pharmaceutical R&D context, project structures can be seen as a reliable process to organize, track, and deliver the tasks while keeping the stakeholders informed. If you don’t have a well-planned project structure: Portfolio decisions usually suffer from low visibilityTeams start losing alignmentMissing critical deadlines become normal With a strong project structure, key decision-makers can: Have a clear view throughout the entire pipelineEasily prioritize high-value portfolio assets Manage risks more efficiently Project portfolio management tools like Planisware, MS Project Online, and Planview help establish organized structures that accelerate pharma projects, ensure compliance and success. That said, let’s dive into what project structures mean in pharmaceutical context, and how these tools help establish them seamlessly. Types of project structures in pharmaceutical R&DSelecting the right structure is your first step to ensure on-time project delivery with the right resources, without bleeding budgets. Here are three types of project structures to consider: 1. Functional structure As the name suggests, functional structure involves grouping all teams as per specialized functions – be it clinical, manufacturing, regulatory etc. In this model, the departmental head usually manages the team members, while coordinating the projects within functional silos.Functional structures are best for:Small-scale pharma companiesLimited cross-functional project needsWhat to look out for?On the flipside, these models are also known to create communication gaps and slow down decision-making in accelerated R&D settings. 2. Projectized structure In this model, the project manager has 100% authority over the research team and key resources, unlike the former. The PMOs assign their teams to specific projects, often outside their everyday functional roles.Projectized structures are best for:Large-scale pharmaceutical project management needstime-sensitive, high-priority, high flexibility research initiatives What to look out for?Unfortunately, this model can also cause resource duplication and higher costs, particularly when multiple projects are running at the same time. 3. Matrix structure (Best suited for Pharma)Last, but most importantly, the matrix structure brings the best of both functional and projectized structures under one umbrella. Here, teams report to both functional and project managers. This way, resources can be shared across different projects without compromising on functional supervision.Matrix structures are best for:Mid-to-large organizations juggling between numerous programsHigh operational continuity & innovation-led settingsWhat to look out for?Despite being the most common project structure in pharma R&D, it calls for strong communication and higher role clarity, to avoid conflicts or confusion. How to establish Pharma-specific structures using Planisware, Project Online and Planview?Designing and implementing project structures that suit the complex requirements of pharmaceutical R&D become easier with PPM tools. Users can configure project hierarchies, governance models, allocate resources efficiently and support decision-making at every phase. Here are your options and steps to do it:Tool #1: PlanviewFirst on our list, Planview is a major contender in terms of portfolio management and resource optimization. With a little upfront tailoring, its project templates can align well with pharma workflows.How to set up a project structure in Planview?Configure project types: label templates (for example, “Phase I asset”, “Platform”)Define swimlanes as per function (clinical, regulatory, manufacturing)Set up a clear stage-gate workflow in roadmap view with well-defined gatesAttach gate checklists and deliverables to each stageEnable demand/capacity views for cross-functional resource alignment Tool #2: PlaniswareThe Planisware project management tool is purpose-built for life sciences projects, and mirrors pharma R&D workflows like none other in this list. For example, it embeds stage gate logic at every level. The platform natively supports clinical/CMC deliverables, molecule hierarchies, as well as regulatory milestones. Here, teams can easily set up projects that map exactly to asset phases, while having total control over gates and finances.How to set up a project structure in Planisware?Create a project template with WBS (discovery, preclinical, phase 1/2/3)Embed gates after every single phase, linking back to the decision criteria and business case scorecardsAdd key deliverables (for example: IND, CMC dossiers, clinical trial authorizations)Link back the financial/resource modules to WBS for seamless budget/version trackingRoll up to portfolio to maintain proper visibility across molecules and indications Tool #3: Project OnlineLastly, Project Online is a great choice for schedule-level planning; it’s not entirely built around pharmaceutical project management structures in focus. Here, teams need to build everything from ground up. The good part, however? Integrating with Power BI, Teams, and Power Automate.How to set up a project structure in Project Online?Start by designing your custom project template Define tasks for regulatory deliverables and project milestonesTrigger notifications at gate milestones by integrating Power Automate Integrate Power BI to access customized dashboards aligned to R&D phases’ progressManage resources via PWA to assign functional roles How to choose the right tool for your project structure needs?More than chasing latest features, choose project portfolio management tools that fit your team’s needs the best. This means judging the tool by how well it aligns with your project structure, people, and strategic goals. Choose Planisware if you would:Manage a mid-to-large pharma/biotech firm with a complex R&D asset portfolioRequire built-in stage-gate models, modifiable for drug development lifecyclesNeed strong portfolio governance & what-if scenario planning at scaleUse Project Online if you would:Require a quick, at-budget tool for basic-level project scheduling/ trackingFocus on daily task management, instead of strong portfolio governanceNeed hassle-free, end-to-end automation integration (Teams, Power BI, Outlook) Go for Planview if you would:Be transitioning from project-level to portfolio-level strategy while scaling upWant to have strong resource demand vs. capacity modelling Need visualized roadmaps, high financial visibility, cross-functional planning etc. Key takeaways at a glanceProject structure informs smart portfolio decisions, points out risks early and surfaces resource conflicts Matrix project structure is the best-suited for pharma/biotech teams, as it comes with a mix of agility, governance, and resource efficiencyMore features don’t ensure success; choose your tool that best fits your team’s maturity level, complexity of portfolio assets, and other key indicators.Planisware project management tool is best for enterprise players with deep pipelines; Project Online suits mid-sized teams focused on scheduling; Planview is the go-to option for strategy-driven PMOsNeed help getting started? Let’s talk about how we can help. i2e Consulting brings 15+ years of PPM expertise. We’ve partnered with leading pharma organizations to establish fit-for-purpose project structures that drive clarity, speed, and smarter portfolio decisions. Connect with us – let’s build a project structure that accelerates your portfolio growth.

Change management- What is it? and why should project managers understand and own it

Change management is a critical component for organizations and projects undergoing transformations be it process or technological. Not addressing changes can lead to disengagement, decreased productivity, wasted resources, ultimately leading to project delays. A well-structured change management plan enables organizations to navigate change smoothly, minimizing disruptions and increasing the likelihood of achieving desired outcomes. In this blog we will present a change management guide and explain why it is important for project managers to also become change managers with a realistic example. Before knowing how to master change management, lets know more about it. According to the Harvard Business School, “Change Management refers broadly to the actions a business takes to change or adjust a significant component of its organization. This may include company culture, internal processes, underlying technology or infrastructure, corporate hierarchy, or another critical aspect.” (1) If you are a project manager, you may need to play a dual role of the project manager and a change manager. As change management deals with people’s adoption towards the new process or technology, there is no better person a team trusts than the project manager. So, first let’s understand how different change management and project management are, as this will help you to effectively shift gears whenever necessary. Are Project Management and Change Management the Same Thing? Though there are overlaps between project management and change management, they are two different processes as the former deals with what people are doing and the latter is how the people are doing it – and each of them requires separate approaches. So, how different are change management and project management? Let's find out. By treating change management and project management as separate but complementary disciplines, companies can effectively address both the human and technical aspects of organizational initiatives. Change management is often associated with challenges such as resistance to change, unforeseen risks, data standardization, change fatigue etc., So, how can project managers navigate through these challenges and achieve successful change management? Read the next section as we illustrate change management with the help of a real-time example.Change Management Example: Migrating and Adopting Planisware A global organization recognized the necessity of transitioning its fragmented Project management systems, including Microsoft Project, Smartsheet and Excel, to a unified platform such as Planisware. This is a huge change that the company planned to go with a big-bang approach rather than opting for a pilot project first. Navigating such a change to new technology presents challenges. A robust plan and effective change management by the project managers is required to ensure a smooth transition. Let's begin by looking at the organization’s key objectives the company was looking to achieve with this change. Achieve one tool approach: Different project groups were using both MS Project and Smartsheet. These users loved their tools; however, each project manager utilized them in their own way, with their own tricks and without harmonization in how the data was being collected, structured, and shared. Reports were ad-hoc and as-needed. The MS Project users didn't coordinate with the Smartsheet users, even though some of the same takes and milestones were represented in each. The company aimed to bring all the projects under Planisware and achieve data synergy between teams.Increase data timeliness: Organization wanted to streamline data collection and reporting processes with the help of advanced capabilities of Planisware. They also aimed to reduce the time required to gather and analyze data, ensuring that decision-makers had access to timely and relevant information.Break down silos: Planisware will also foster collaboration and alignment between teams. So, the organization sought to break down silos and promote knowledge sharing. They also wanted to have enhanced visibility into resource allocation and project milestones would facilitate cross-team synergies and alignment with global planning objectives.AI integration: They wanted to get data ready for AI use by centralizing all project data in one repository and standardizing data. Thus, enabling the organization to leverage AI generated advanced analytics for decision-making and forecasting.Resource management: They also wanted to centralize processes for resource management by replacing the offline method. The agenda behind doing this was to enhance visibility, facilitate collaboration and align with global planning objectives. Now let's see how a change management plan can be made for this scenario. Change Management Best Practices for Project Managers In the above example, the company may engage a technology partner to implement Planisware. This partner will take care of the implementation and drive change management. However, there are some crucial aspects where project managers need to switch roles and become change managers as well. Let's explore more of these aspects. Executive push to use data: It is imperative to start including Planisware in the day-to-day activities of the project management. Coach the team members to let go of the previous practices and get data from Planisware only. If there are discrepancies in the data, instruct the team on how to fix them.Practice data driven decision making: Establish data quality control mechanisms to make sure the data is of high quality. Communicate to your team with evidence of how the decision makers are using the data for decision-making, and how the data quality is getting reflected in the reports.Communicate improvements: Gather statistics which can be used to quantitatively show improvement after the change. e.g., number of hours spent on each annual operating cycle, resource utilization, number of projects' gate reviews performed per quarter.Include in the bigger picture: Communicate to the highest-level executive to include updates on the implementation project in all-hands meetings, so that end-users realize that this project is a big deal, and their annoyances are a part of a corporate improvement.Strive to provide material value to your team: Project managers should meticulously plan and work with the Planisware implementation partner to provide material value to each end-user, be it a specific report that will address a challenge or building RPA (Robotic Process Automation) to save them time. For example, building templates for roadmaps for the project managers, so that you can have a one-button operation to output their Gantts into 'pretty' views which can be shared throughout the organization.Meticulous data migration: Rather than lifting-and-shifting all pre-existing data, have the users re-created it in the new tool with the new processes (especially if there are any material changes to the processes, such as new templates, new resource structures, new levels of details expected in their planning). While this seems tedious and users will have some resistance, it is the best form of training and will ensure that they are bought in to the data that is in the new tool (instead of an automated migration process resulting in data that they own but don't trust).Build a data dictionary/glossary: Work with the implementation partner and other stake holders to ensure harmonization or alignment of terms. For instance, in the pharma world, "FPI" sometimes means first subject screened and other teams means first patient first dose. If your organization grew via acquisition, different team members may have different interpretations of the same thing and a data glossary can help establish harmonization.Define resource management terms: Make sure the crucial metrics pertaining to resource management are defined before implementing the module. For example, when the definition of FTE is not clear, then, it’s impact is seen when a report says, "2 FTE are needed for this time period" does it mean that you need 2 humans, or does it mean you need more people because of vacation and trainings and other overhead; can it mean 4 humans working halftime each is ok? etc. And how will finance monetize the estimate for their budget reporting.Identify change agents: Find and enlist change agents, these can be your biggest supporters, but it can also be those most resistant to the change. Maybe it's the admin from the old tool, who is subconsciously fearful for their job. By having them included in the implementation, they can see the value and possibility. Make sure the change agents receive more communication about the change, and be involved in some decision making, so that they are better equipped to support their teams.Setup one functionality at a time: Start implementing Planisware module by module within your team, so you can hold their hand and give them the attention that they need. Similarly, roll out project by project and not a big-bang approach.Conduct “What’s in it for me” training: As a trusted source for your team, the project managers should highlight the benefits of the new tool and process. This requires digging deep into existing ways of working and finding frustrations that people are used to. For example: MS Project has a limited number of baselines. Or double entry was required from a CTMS tool into MS Project (and triple entry then into a reporting tool). Communicate and demonstrate how Planisware can effectively solve this.Prioritize ongoing training: Make sure along with initial training, your team also gets ongoing launch & learn sessions for continued training. Include advanced tips and tricks beyond what is included in the standard training, quick reference guides, like FAQs, are best to support the end users effectively. Introducing a new tool or a process comes with a promise of enhancing the existing processes and eliminating challenges; however, to reap the benefits, change management should be done effectively. Engaging a technology partner for the Planisware implementation makes it smooth and 100% fool proof. At the same time, it is equally important to appoint an experienced team to help with the change management both from the perspective of the tool and the people involved. i2e Consulting has over a decade of experience in PPM and Planisware. We have successfully configured Planisware and aligned the tool to their specific requirements and workflows. Our team also worked closely with the Planisware team and the stakeholders to help with the change management aspect. References 5 critical steps in the change management process; Business Insights; Havard Business School Online

How executive dashboards drive strategic decision making in pharma portfolio management

In the dynamic domain of pharmaceutical research and development, data is emerging as a lifeline where new innovations are transforming our lives every day. The pharmaceutical industry captures an enormous amount of data throughout the drug development process. According to McKinsey, impact of advanced analytics will drive between 15% and 30% improvement of EBIDTA (Earnings Before Interest, Taxes, Depreciation, and Amortization) over the next five years climbing to EBIDTA improvements of between 45% and 70% over the next decade. Given the speed of advancements in the study and knowledge of diseases in today’s world, effective management and analysis of disease data has become the most important performance differentiator for innovative growth in the pharmaceutical industry. The quality and volume of new data collected from academic research, scientific discovery in disease analysis, and advances in pharmaceutical sciences, along with broader and more far-reaching data from epidemiological studies, clinical trial results and real-world evidence is huge. This data cannot be managed or analyzed solely using traditional methods. Pharma R&D organizations must learn to leverage digital aids to assemble this data volume in practical ways that increase their knowledge in diseases of interest and guide their investments in medicine and device therapies. Smart data engineering, business performance monitoring, project management, portfolio risk analysis, intuitive data visualizations, and executive dashboards are becoming an integral part of successful pharma R&D pipeline innovation and delivery. In this blog post, you will discover how decision dashboards play an important role in advancing pharma analytics, R&D project portfolio management and effective decision-making. Top-down, integrated analytic frameworks and dashboards will guide the future of pharmaceutical industry performance. We will explore how visualization and analysis tools should be tailored to meet the unique business growth objectives of strategic business analysts, commercial and R&D portfolio leaders, and corporate executives. For a successful innovative organization, strategic R&D portfolio management is a key factor to growth. Pharma R&D has a very long development cycle and requires the commitment of significant corporate resources to gain approval to market innovative medicine and device therapies. R&D portfolio management solutions help the enterprise control and optimize the value of their investments by analyzing and effectively navigating the risks in their R&D pipelines, and wisely positioning portfolio opportunities to maximize the potential benefit for the company and for their patients. The complexities in pharma portfolio management highlight the need for executive dashboards Diverse Pipeline Components Pharmaceutical companies may manage their R&D project portfolios from early-stage research through loss of exclusivity or by segmenting early-stage and late-stage development and in-line products. Either way you cut it, portfolio management demands alignment in key valuation metrics and the assembly of like for like data on timing, cost, revenue and risk data to effectively inform strategies and decisions. Marketing Dynamics In the highly competitive disease therapy market, portfolio managers analyze various dynamics such as regulatory shifts, research innovations, competitor pipeline advancements, and market trends to differentiate and promote the value of their products for patients. Risk Mitigation and Assessment Risk assessment in drug development accounts for the technical feasibility of demonstrating that a medicine or device delivers health improvements that meet or exceed a minimum criterion for the target product profile, on safety, efficacy, and stability. Beyond that, risk assessments should also account for the uncertainty in regulatory, competitive and commercial forecasts associated with delivering a product with a minimally viable commercial profile. Portfolio Performance Monitoring the performance of projects over time and evaluating them against their baseline, against other projects, or against industry benchmarks for assets at each stage of product development can be effectively achieved through a dynamic visual portfolio dashboard. The comparison analysis enabled by the visual interface can help put focus on performance trends and areas of risk to manage. Effective Decision Making With the ability to incorporate annotations, analytical insights, and rationales into dashboard charts and tables, portfolio investment options can be assessed with expert feedback, and the most viable portfolio development scenarios can be confidently pursued. Importance of Data Visualization in Pharma Portfolio Management The use of dashboards for pharma portfolio analytics drives the value of the organization´s information assets and offers advantage to gaining a competitive edge in a very competitive marketplace. Dashboards collect data from sources across the organization and present them in an interactive and insightful manner, helping executive decision makers access, analyze and act on important information effortlessly. Comprehensive View A holistic, accessible, and appealing visualization of a portfolio incorporates information from distinct data sources such as project delivery milestone timing; project cost and resource forecasts; technical and regulatory risk assessments; competitive landscape analysis; and market forecasts. When presented in an integrated dashboard, these data deliver greater project insights. Real-Time Analytics Integrated decision dashboard, enabled by real-time performance data, help facilitate well-informed decision-making processes. They source plan schedule updates, resource re-allocations, and market forecast adaptations due to competitive, regulatory and market events. These timely information dashboards provide a differentiating advantage for product positioning in a highly competitive industry. Cost Management Pharma Portfolio Executive Dashboard contribute to R&D cost management by efficiently signaling cost variance from baseline, assessing ROI for trial investment and optimizing cost forecasts and benchmarks for future management of trial cost and forecasting. Customization Portfolio management across the pharma industry has a common objective to drive sustained business growth but each organization has its own unique approach to governing its portfolio investment decisions. Subsequently, each organization measures portfolio performance and growth objectives based on the unique metrics and composition of their portfolios. To effectively interact with their portfolio knowledge base, these stakeholders require customized, yet frictionless interaction with their portfolio data, via personalized data dashboards, with data visualizations and insights customized to manage and respond to the elements most sensitive to sustained growth. Challenges in accomplishing Data Visualization for Data- Driven- Decision- Making From long and complex drug development cycles to fast evolving standards of care and an ever-dynamic market landscape, the pharmaceutical industry has a complex task of forecasting a successful and sustainable pipeline delivery of innovative medicine and device therapies over the next decade. Digital solutions such as data visualization and data dashboards improve clarity and actionable insights to effectively project and plan for a sustainable future with a robust and viable set of medicine and device projects at all stages of research and development. Data Disparity and data silos A core challenge that pharma and biotech companies are grappling with is data disparity. Due to the distributed nature of pharma R&D planning and execution, data is captured and maintained in different systems and in varying formats and structures throughout the project lifecycle. Maintaining data standards across systems may not be a priority for the various project data contributors and therefore it may be challenging to assure data quality and to align and join project data for portfolio analysis. This makes it difficult for the portfolio decision makers to get a reliable, consolidated view of all their project data. Manual data assembly demands patience, is error prone, and may not yield insights in a timeframe that a decision maker requires. Need for Centralized Portfolio-level Visualizations A crucial step in data-driven-decision-making is the ability to analyze multiple dimensions of complex project data and to make informed decisions. Dashboards and visualizations can be of immense help in bringing clarity and insight into the performance and options available to optimize a project’s development path. The ability to assess one or many projects in the portfolio, to visualize and contrast projects and development options across the portfolio, and to offer clear insights to investment choices for decision-makers is a significant advantage. As a pioneer in pharma data analytics and visualizations, team i2e engineered Clairvoyance- a custom Executive Dashboard Application tailored specifically for the pharmaceutical industry. This application offers a consolidated view of the client's project portfolio, providing executives with a powerful interactive tool for data-driven decision-making. This custom solution delivers a robust data quality verification platform and offers the analysis and visualization features needed to tackle the various problems the client was experiencing. The Clairvoyance custom dashboard platform can help the R&D leaders to align portfolio performance with their business goals. i2e Consulting helps global pharmaceutical companies to access insights and prepare decision dashboards tailored to their unique business requirements. Embrace the power of Clairvoyance, a cutting-edge decision management solution. Contact us now and seize the future of pharmaceutical innovation by optimizing, strategizing, and thriving with Clairvoyance. Reference: https://www.mckinsey.com/industries/life-sciences/our-insights/how-pharma-can-accelerate-business-impact-from-advanced-analytics