Client success story
Global Informatics Program Management
Business Value Delivered: Cost Savings and Transparency
Summary: Bringing Organization to Global Informatics Projects
A global biopharma company had many overlapping informatics projects in flight with arbitrary deadlines, leading to confusion and stress by management and the project teams. These projects included developing or improving capabilities for compound management and registration, inventory and search across both small and large-molecule drug discovery. bPrescient worked with client stakeholders to review projects, adopt governance and align workstreams, leading to cost savings and more realistic timelines.
Challenge: Complex Set of Overlapping Informatics Workstreams
bPrescient’s client had a large program of informatics changes to make across their global pharma environment. The client had multiple large informatics projects running in parallel, but they were understaffed and lacked the precise expertise to derisk and efficiently execute the programs. The client also wanted to know how well aligned these projects were with recently-released new strategic visions and architectural standards.
Solution: Comprehensive Alignment and Governance of Projects
During our investigation, we identified multiple workstreams synchronized to calendar dates instead of milestones resulting in many workstreams feeling significant pressure to achieve timelines that were not aligned with their deliverables while other workstream leaders were frustrated that they could be doing more in the time allotted. What’s more, task work among the project teams was not subject to a common governance structure, resulting in frequent duplication of work and in some cases moving opposite the long-term strategy.
The bPrescient team worked closely with senior management as well as the workstream leads to de-couple the workstream schedules, re-align them to value based milestones and implemented a Project Review Board (PRB) governance structure to ensure alignment into the future. We also led a 2-day workshop with the senior management team, many of whom were new to the company, to align on communication protocols, reporting channels and workstream prioritization.
Outcome: Cost Savings and Project Increased Visibility
In less than six months, bPrescient was able to deliver significant value to the client by restructuring workstreams, creating value scorecards to drive project decisions, implementing a PRB, and save the client millions of dollars by identifying and canceling redundant projects. bPrescient also put in place mechanisms to execute future build-or-buy and vendor selection processes in alignment with overall corporate strategies.
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