Enrich is part of Planview!


Home » Archives for Amisha Boucher

About Amisha Boucher

This author has not yet filled in any details.
So far Amisha Boucher has created 3 blog entries.
1 07, 2020

Portfolio Management in a Pandemic: A Case Study

By |2020-07-01T09:56:02-08:00July 1st, 2020|Blog|0 Comments

The COVID-19 pandemic has brought severe disruption to many industries, including drug development and medical device companies. All businesses face uncertainty about the return to normalcy—and what normal will even look like going forward. For some industries, the new normal might look very different. For others, like pharma and medical devices, the new normal may not require as much change. In fact, some signs of a return to normal are already appearing: Clinical trials are starting to resume. Demand for non-COVID 19 drugs and medical devices is rising again as routine medical care returns. The key uncertainty for these companies is in the timing of return to normal and the rate at which it will happen.

In times like these, when uncertainty is the only sure thing, portfolio management is more important than ever. One pharma company’s story shows how portfolio management can help you plan through the unknowns of the pandemic and continue to manage through it, even as those unknowns evolve. It illustrates how portfolio management can be used to accommodate disruptions, whether internal or external, that impact the company’s ability to deliver. (more…)

22 06, 2016

Managing Constraints Effectively with the Right Resource Planning Software

By |2017-05-23T15:41:59-08:00June 22nd, 2016|Blog|2 Comments

Watch a three-minute overview of the Enrich Analytics features discussed in this case study.

Growth is a good thing—it means larger market share, more profit, greater reach. But it also brings challenges, as a company struggles to allocate resources to support growth without over-committing itself. A rapidly growing pharmaceutical company faced exactly this dilemma: the company was consistently missing project milestones due to chronic staffing shortfalls. Multiple project teams were competing for the same key staff members, and it seemed like people with the needed skills and expertise were always in short supply. Complicating matters further, a changing regulatory landscape meant project timelines were fluid, but schedules couldn’t be shifted easily because of the staffing shortages. Ultimately, this confluence of factors was negatively affecting the bottom line.

More staffing was needed, obviously, and the management team had plans to address it, by adding 30 percent more FTEs in the coming year. Even that, though, wasn’t as simple as it seemed: the project management organization (PMO) couldn’t formulate guidance regarding the key positions that should be hired first, because project schedules were maintained in individual MS Project files while FTE forecasts were in a separate cost-tracking system. As a result, it was hard to visualize the aggregate resource demand across all projects and across the different skill sets. Moreover, the resource availability data was located in a spreadsheet belonging to HR, structured at the individual FTE level.

All of this fragmented data storage meant the PMO couldn’t easily tell where resource shortfalls were developing. When development plans changed, the team couldn’t assess quickly whether the right FTEs would be available to execute the new schedule and how other projects would be affected.

To address these issues, and help clarify where and when additional staffing resources would be needed, the company turned to Enrich and the Enrich Analytics Platform. (more…)

12 03, 2013

A Tale of Two Forecasts: Using Sales Forecasting Software to Bridge the Gap

By |2017-05-23T15:42:02-08:00March 12th, 2013|Blog|0 Comments

A common problem in both portfolio management and sales and operational planning (S&OP) is reconciling product revenue forecasts between a company’s regional sales analysts and its corporate decision-makers. Typically, regional sales analysts focus on short-term objectives, and their forecasts must align with targets or commitments set by regional heads. By contrast, corporate staff tend to be strategically oriented, using long-term forecasts that extend beyond region- or country-specific details.  Forecasting is an iterative process, and without a common platform, it’s easy to lose track of the latest inputs as corporate and regional teams try to reconcile differences and harmonize assumptions. This often leads to a chaotic scramble in order to get reports and figures ready for the portfolio review.

Go to Top