$23 billion dollar publicly-held global specialty pharmaceutical company with a product line that includes pharmaceuticals, biologics, medical devices, and over-the-counter consumer products empowered to make optimal executive-level project and portfolio management decisions.
With a portfolio of clinical studies that fluctuates year over year depending on the portfolio, resource and cost constraints are a constant issue. Questions such as how many patients will participate in clinical studies? How will the studies be paid for? Will they be managed internally? Projecting required resources across the portfolio is a difficult proposition. Most pharmaceutical companies use both internal resources and external headcount to manage the clinical workload. The challenge is to objectively and accurately project the internal resource pool that will be required to run studies in the coming years while maximizing available budget.
The company addresses the problem of understanding the size of the patient enrollment number by linking the projected study in real time to the clinical information coming from its enterprise project management system. The study information drives patient enrollment and the associated resources needed. The portfolio decision making process is driven by taking the rolled up patient number and calculating associated resources needed.