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CASE STUDY

SME-led recommendations for a mid-size pharma company to build a scalable PPM framework that supports rapid portfolio growth

industry-iconCLIENT :Confidential
industry-iconINDUSTRY :Pharmaceutical
industry-iconDURATION :1 month
CLIENT :
Confidential
INDUSTRY :
Pharmaceutical
DURATION :
1 month

Business case

As a mid-sized pharmaceutical company expanding rapidly worldwide, the existing PPM tools and processes couldn’t keep pace. The organization had implemented Planisware to support the PMO, but as the company grew and the PMO's scope evolved, the system’s initial configuration became outdated and ineffective. Operations relied heavily on manual coordination and short-term fixes, lacking scalability and coherence.

Key processes like cost estimation, forecasting, and resource planning were siloed, limiting visibility and hindering scenario modeling. Effort and cost data were misaligned—particularly for contractors—making forecasts unreliable. The system couldn’t accurately capture true costs, as contractor work was tracked by fixed rates rather than actual time or FTEs.

To address this, the company sought a life sciences PPM expert to assess current gaps, benchmark best practices, and define a future roadmap aligned with strategic goals.

Our solutions

Keeping in mind pharma industry standards, i2e stepped in as a specialty PPM consultant firm to evaluate gaps and develop an expert-led, stakeholder-informed roadmap for an overall move to a modern, integrated PPM setup.

Methodology followed

Incyte_Methodology followed.png

Our key recommendations

1. Data and technology infrastructure

  • Implement a unified data model using the data lake as a central hub with governance over key master data elements

2. Reporting and analytics

  • Detailed guidance on utilizing Planisware real-time reporting alongside Power BI reports
  • Strategic decision framework to better utilize data collected from underlying processes for better data-driven decisions

3. Portfolio and resource management

  • Account for non-project time for resources within the time tracking system
  • Establish long-term planning of key processes for resource forecasting and scheduling, distinguishing these from near-term resource and timeline planning for current/next phase
  • Introduction of scenario planning into governance and portfolio planning processes

4. Change management and adoption

  • Integrate PPM with data analytics to empower functional teams with data-driven decisions

5. Execution strategy

  • Use IT best practices to move from roadmap to execution, blending agile and waterfall approaches while aligning teams for seamless coordination

Results

Results
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