Solving the mystery of named resource management in life sciences project management for organizational effectiveness

Project Structures: Overview and establishing 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.

Decoding custom resource management in life sciences: A Q&A with Nicola Clear

Effective cross-functional collaboration in resource management is no longer optional—it's essential. In life sciences, where complexity, speed, and precision matter, organizations must evolve beyond spreadsheets and fragmented systems to unified, data-driven frameworks like Alloc8.Check out this blog where PPM Subject Matter Expert Nicola answers a few critical resource management questions in life sciences project management.1. How can organizations improve cross-functional collaboration in resource management?When getting started with resource management, organizations must assess PMO processes weighing the level of their maturity and interconnectedness with other functional teams. Following aspects need assessing:Resource management tools – stand-alone or connected to other PPM tools?Project management tools – are they paired with good reporting to bring the portfolio together?Is strategic portfolio management linked to integrated schedule, cost and resource planning?Is the PMO/Resource ecosystem a collection of Individual tools or a unified smart integration with data warehouse strategy?While larger teams in global pharmaceutical organizations have excellent strategic and project management tools, with resource management, often things fall short. Despite maturity in portfolio planning, most resource allocation still relies on disconnected Excel spreadsheets—built on the fly during crunch time. This slows decision-making, making it inefficient and reactive. There is also no clarity on which projects can be delivered in-house, what needs to be outsourced, or making the case for additional resources.This disconnect is a pain point in large organizations, especially in R&D environments with complex, fast-moving portfolios with tight budgets, and limited resources.To tackle this, i2e’s purpose-fit digital resource framework Alloc8 becomes critical in bridging the gap between high-level strategic planning and day-to-day resource operations.Here’s how Alloc8 helps manage resources across teams:Speeds up decision-making and improve alignment—making sure the right people are working on the right projects at the right time.Unifies siloed data across HR, PMO, and line operations into a single, real-time platform with live dashboards and alerts—giving teams a shared, accurate view of resources, skills, and timelines.A connected resource management system that integrates seamlessly into any existing portfolio ecosystem.The result?Clearer communication, faster decisions, and real collaboration—because everyone is working from the same up-to-date information. 2. What are the benefits of dedicated digital solutions like Alloc8 for named resource management?Managers often stick with Excel for resource management because it's familiar. Excel works for one-off analysis, especially in ad hoc instances, for teams of fewer than 10 people. But in large, complex R&D environments managing tens of millions $s in demand across diverse skill sets, it breaks down fast.When the workforce needs shift weekly, not quarterly, and capacity planning is based on broad skill categories, a dedicated resource management system brings critical transparency. It enables faster, data-driven decisions on what can be delivered, what needs funding, and where trade-offs are required.But the impact is not just operational, it's also qualitative. In R&D, where success depends on collaboration, a shared resource framework structure & processes reduces stress, clarifies priorities, and supports team well-being.When tools like Alloc8 genuinely makes work easier for managers and teams, adoption isn’t a battle—it happens naturally because at its heart Alloc8 improves colleague well-being - through communication and expectations supporting the individual’s role in the team sport of drug R&D. Why is this?The visibility of allocation drives meaningful & quantifiable dialogue between colleagues, managers, and teams. When an employee sees they’re assigned 40% to Project A, 30% to B, and 30% to C—and understands why Project B is the priority and who else is involved—it brings clarity and focus. This alignment drives engagement, improves delivery, and makes employees feel empowered, valued, and connected to the bigger picture. The right dialogue on resourcing between managers and employees enables trust and engagement to develop in projects. Once resources are assigned to projects, identifying skill or knowledge gaps is the next priority—something Alloc8 addresses head-on. Alloc8 identifies skill and knowledge gaps by integrating with enterprise systems and using advanced LLMs can automatically recommend targeted training and surface relevant internal knowledge. This transforms traditional scheduling into real-time workforce enablement—offering a futuristic, AI-driven way to align people with projects and goals instantly. It also uncovers cross-divisional shadowing or delegation opportunities, matching it to individual growth plans. As a result of this smarter alignment, faster upskilling employee retention improves, colleagues stay where they feel supported and developed.Refer to our white paper called “Solving the mystery of named resource management in life sciences project management for organizational effectiveness” for more. 3. What roadblocks and barriers do organizations face with digital solutions for resource management?Factors that deter life sciences organizations from doing named resources.Disparate data: Life sciences organizations often hesitate on named resources due to fragmented data across unconnected systems, overlooking how integration can unlock new insights.Manual effort: The perception that named resource management requires time-consuming manual data gathering and updates—especially in tools like Excel—can hamper adoption.Lack of automation: Without automated notifications, critical updates on resource availability and task changes are missed, causing delays and misallocations.Regulatory compliance: Concerns about compliance with country-specific labor laws, particularly in the EU, are addressed by Alloc8’s configurable framework that ensures both efficiency and regulatory alignment. 4. What are the challenges and opportunities when integrating FTE forecasting, resource allocation and time carding data for resource decisions?Challenges in cross-functional data integrationDisconnected data systems: When your PPM, HR, and contractor capacity databases don’t talk to each other, comparing forecasted demand to actual capacity becomes manual hard work. It gets worse when insourced contractors are tracked separately, making total workforce visibility nearly impossible.Mismatch in forecast vs actuals: In theory, matching forecasts to actuals is simple, but any inconsistencies in naming and activity labels across systems make it difficult. For instance, a PPM forecast may list “chemist” for Project AB-234,777, Workflow 2, Activity A, while the timecard logs “chemist” under a different activity—causing misalignment when attempting forecast variance analysis. Without governance & standardization, linking forecast, allocation, and timecard data, data analytics are slow and error prone.Challenges in data maintenance: Scientists and teams often deprioritize forecast data updates, preferring to focus on their core science work rather than business forecasts. Many distrust forecasts and view manual updates as unproductive. But with custom digital resource frameworks, much of this can be automated—named allocations can update forecasts, calendar events can feed into timecards, and AI can refine future forecasts with human-in-the-loop approvals.Opportunities in cross-functional data integrationConnected forecasting: Data integration across functions is no longer optional—it’s now technically possible and essential. As digital transformation accelerates across every part of the organization, static forecasting templates quickly become outdated.Seamless data flow: Leaders need up-to-date, connected insights to compare forecasts, allocations, and actuals in real time and to accurately measure the ROI of digital investments. Without seamless data flow between systems like HR, PPM, finance, and operations, organizations risk slow or misinformed decisions, resource misalignment, and missed opportunities.Enhancing workforce administration with Alloc8: Resource management tools like Alloc8 are designed to work with—not against—the workforce. When integrated into the broader tech ecosystem, they help reduce manual admin, surface actionable insights, and identify training, knowledge or resourcing gaps early. This frees scientists, managers, and leaders to focus on higher-value innovative work, advancing science, solving critical problems, and driving innovation all the while letting technology handle the complexity behind the scenes.5. What about resource constraints and how can life sciences companies handle them?Yes, resource constraints are BAU for most Pharma companies, it’s a sign of a healthy growing organization to have a book of work larger than the capacity. Resource constraints are a normal part of any growing life sciences organization—but they only become a problem when there's no clear process to address them. Handling resource constraints with rapid, structured action involves:Verifying if the forecasted demand truly exceeds capacity by analyzing gaps in FTE or budget by skill set. Using named resource data to pinpoint which projects are under- or over-resourced relative to priorities, enabling faster and more accurate decision-making.Resolving gaps requires aligning existing talent with strategic priorities, securing additional budget for outsourcing or hiring, or making tough trade-offs on lower-priority projects.Alloc8 makes this decision-making process real-time by flagging skill shortages, overbookings, and workload bottlenecks. When teams see that managers are actively identifying and addressing resourcing issues, it builds trust, reinforces a team-first culture, and supports both performance and well-being. As a result, organizations can manage workload demands to balance productivity and colleague well-being. 6. Explain the 4Cs to optimize named resource allocation Organizations have the best interest of business and employees when they use 4Cs to optimize named resources. Culture: When employees trust the governance process and the leadership backing is strong, named resource allocation is seen as fair and beneficial.Communication: Regular one-on-ones, face-to-face updates, and AI-powered task automation ensure everyone stays aligned and knows their priorities.Connected: Linking resource plans to business strategy, OKRs, and KPIs ensures every allocation supports high-impact goals first.Change Management: For named resources to deliver as much time needs to be invested in stakeholder buy-in and training as the digital tech solution to ensure lasting adoption and effective implementation. Forget this last step at your peril!7.How can organizations solve demand forecasting disagreements?Purist vs directional, correct?Forecasting demand is never 100% precise because it’s based on general templates and estimates, often includes extra buffer time, often forgets to account for tasks like capturing lessons learned—so the over- and under-estimations tend to even out in the end. Managers recognizing this can usually reach forecasting agreements.Skill effectiveness varies too. For instance, a newer employee may deliver at 50% efficiency compared to someone experienced, making named allocation essential for accuracy. Historical data showing consistent over-forecasting—like deliverables met despite named resources being 20% below forecast—helps refine future predictions and find the true average algorithm.When disagreements arise, resource managers can use data from named allocations and timecards to show how work was actually delivered guiding more accurate, AI-supported future forecasting.

6 Warning signs your PPM tool is holding you back and how to fix them?

IntroductionIn a market flooded with Project Portfolio Management (PPM) tools, it is important to find one tool or a combination that fits your business needs, but does it end there? No, it doesn't. As portfolios continue to grow and evolve, so should the tools and processes around them.Right from the evaluation of PPM tool capabilities and integration potential, to ensuring alignment with your project workflows, team structures, and governance models, the journey is anything but straightforward. What looks good on paper may fall short in practice if the tool doesn’t support your organization’s decision-making rhythms, reporting needs, or future scalability. In this blog, we unpack some of the signs that indicate your current PPM may not be working for you.6 Signs to change or upgrade your PPM toolWhether you are managing a local functional level portfolio, or a global multi-therapy portfolio, your PPM tool should scale to match your future vision. Most of the times, the real problem lies in improper customization of the tool, or lack of proper alignment of the tool with the processes around it.As time passes, even the most robust tools can quietly become misaligned as your portfolio grows in complexity and your processes and tool cannot catch up.Here are 6 signs to watch out when your portfolio is growing.1. Lack of visibility and transparencyIn life sciences, where development timelines span years, costs reach billions, and go/no-go decisions hinge on granular data, lack of visibility isn’t just inconvenient—it’s risky. If stakeholders struggle to see the true status of projects, resource bottlenecks, or shifting priorities across the portfolio, it’s often because the PPM tool isn’t surfacing the right information in the right format.This can result inLack of progress visibility to the clinical project leadsResource managers cannot access real-time insights over-allocations across cross-functional teams.Finance and strategy teams operating with inconsistent dataLimited visibility to the senior leadership for proactive decision-makingThe fix: Integrate data across functions and systemsEnable role-based dashboardsConnect strategic governance to operational executionAdopt a layered approach: tools+analytics+services2. Relying on manual processesIf your team is still exporting data from the PPM tool to create trackers, forecasts, or summaries in excel, they are building parallel processes outside the system. In life sciences, clinical milestones are tied to regulatory submissions, resource planning needs to be done across multiple functional roles, and cost forecasting should be incorporated into scenario planning and PTRS-based risk adjustments. When spreadsheets are used for any of the above, it breaks traceability, auditability, and data integrity—which are non-negotiables in pharma.The fix:Audit what is being done outside the tool and whyMap critical decision areas (e.g., resource trade-offs, milestone projections, risk-adjusted value)Extend your current PPM tool with tailored integrations3. Difficulty adapting to strategic changeIn life sciences, strategic agility isn’t optional—it’s mission-critical.Pipeline reprioritizations, licensing deals, market shifts, regulatory delays, and clinical data surprises are part of daily life. When your PPM tool can’t adapt quickly to these realities, it doesn’t just slow down operations—it weakens your strategic posture.If your current tool requiresManual rework to update forecasts or resource allocationsWeeks to reflect new prioritizations from governanceOffline modeling of portfolio impactsThese can cause serious issues during some strategic triggers that require rapid adaptation. For example, businesses acquiring a biotech pipeline- Entire new projects and data sets need to be integrated rapidly.The fix:Enable scenario modeling within the PPM environmentTie prioritization to strategic driversAllow real-time, role-based replanningConnect strategic decisions to execute workflows4. Data silos and integration issuesWhen systems cannot talk, people build manual work arounds, and that’s when errors, delays, and mismatches happen.In life sciences, portfolio success depends on how accurate and real-time the data is flowing between clinical, regulatory, finance, and commercial teams. But if your PPM tool is not integrated well, it creates data silos, and decision-making blind spots.For example,Clinical trial milestones are updated in the CTMS but not reflected in portfolio timelines, Finance forecasts in SAP does not align with resource assumptions in the PPM tool,Resource planning tools operate separately from program plans, creating over- or under-utilizationThe result? Reporting becomes reactive, portfolio insights become outdated, and governance decisions are made on partial or inconsistent data.The fix:Identify and map critical data touchpointsUse APIs , data warehouses, or middleware for seamless flowCentralize reporting with a unified data layerImprove adoption by reducing complexity5. Frequent project delays and missed timelinesIn life sciences, R&D timelines stretch over years, and project delays and missed timelines can impact patient access, revenue realization, and consistent project overruns. If projects across your portfolio areSlipping their milestonesMissing regulatory submissions targetsRequiring last-minute firefighting on resource or budget allocationAnd the project teams have no visibility before this can happen, so it’s often not the science or the team—it’s a sign that the PPM tool is no longer providing the right foresight to plan and execute effectively.The fix:Configure timeline logic to reflect real-world dependenciesAdd risk triggers and milestone health checks inside the toolEmbed resource forecasting modules into the toolActivate portfolio-level impact tracking6. Lack of reporting and analyticsIf your PPM tool cannot generate the right reports, or it is bound to export raw data to just build custom views, then your PPM tool is slowing down decision making or is causing the team to rely on outdated decisions.Common indicators areComplicated to compare budget vs actuals by function or programReports lacking granularity and clarityStatic portfolio views with no trend lines, variance tracking and drilldownsWithout timely, trusted insights, your team is stuck in reactive mode—reporting the past instead of steering the future. It is time to explore the reporting capabilities of your existing tool or evaluate the need to build an external reporting system.The fixDesign role-based dashboards for decision-makersIntegrate real-time performance tracingInclude trend analysis and historical viewsLayer predictive analytics for decisionsBuild Reporting Database and integrate data from PPM tool, financial toolsConclusionAdopting a PPM tool means countless hours of research, training and change management. Even if you notice one or many of these warning signs, you need not always replace the entire tool. Many times, with a few customizations and process fixes, portfolio management systems can be configured to support your growing portfolio needs.i2e can helped global life sciences organizations fix and extend their PPM tool capabilities byDesigning a maturity-based roadmap customized to your portfolio complexityExtending the current PPM tool with integrated analytics and dashboardsConfiguring milestone logic, risk signals, and resource forecasting inside your toolAutomating reporting and scenario planning across portfolio layers