JGL implements Oracle Primavera Cloud for integrated task management

As part of modernizing its project management approach, JGL introduced agile principles within the R&D environment and deployed Trello as a Kanban-based tool for iterative task management. This approach provided greater flexibility and better alignment at the team level, but proved less appropriate within the context of regulated pharmaceutical development. The combination of strict regulations, inherent uncertainty in R&D and a highly flexible agile setup led to limited insight into the overall project structure. Planning took place primarily at the operational level, making it difficult to maintain an integrated view of milestones, dependencies, lead times and priorities at the portfolio level.

"The bigger picture was missing. We didn't have relationships between activities, couldn't calculate the critical path and couldn't see how shifts at the operational level affected our KPIs." - Ines Nenadić, PMP, Project Coordinator R&D

It soon became clear that the limitations were not so much in Trello as a tool, but rather in the way it was applied within a complex R&D environment. While Trello offers capabilities for structuring work with epics, task hierarchies and dependencies, the large number of users involved made consistent planning and maintenance difficult. Without clear ownership and central direction, boards became difficult to standardize and align. Ensuring data quality and structure also required continuous attention, as even minor changes by multiple users could disrupt planning logic. As a result, the system did not provide enough reliable and coherent information for steering and decision-making.

"Trello was too agile for us. We were using it at a low operational level, but could not connect to the strategic level." - Ines Nenadić, PMP, Project Coordinator R&D

Differences in usage arose within teams. Some users were inactive, while others used their own methods. This led to divergent interpretations and declining data quality. Projects were difficult to compare with each other and the creation of uniform reports was time-consuming. In addition, licensing capacity was lost due to inactive or inconsistent use.

A total of about 35 R&D staff had access to Trello. JGL concluded that a new tool alone was not enough. An integrated approach with clear processes, clear roles and standardized definitions of activities was needed. A planned task had to have the same meaning everywhere so that data became comparable and usable.

To create structure and overview in a complex project environment, JGL engaged Primaned as a strategic partner in project management. Together we translated operational bottlenecks and growth objectives into a clear and future-proof roadmap.

On Primaned's advice, JGL chose Oracle Primavera Cloud (OPC) as the foundation for the project management environment. This software supports a hybrid working method in which classic waterfall planning is combined with agile elements such as tasks.

"At the operational level we work agile, but strategically much more according to the waterfall approach. We needed a solution that supports both levels." - Ines Nenadić, PMP, R&D Project Coordinator

Unlike Trello, which focuses primarily on lightweight task management, Oracle Primavera Cloud provides visibility into the entire project structure, including scheduling and responsibilities. This provides the overview needed in regimented and multidisciplinary R&D projects. OPC supports critical path analysis and allows task ownership and completion dates to be incorporated directly into planning. This aligns well with JGL's needs.

Primaned implemented the OPC environment with a strong focus on governance and reusable templates. Our consultants provided three days of customized training and guidance. In the process, the capabilities of OPC were translated into R&D practice, with room for JGL to make its own process choices.

"Suzanne and Ghislaine were very professional. They helped us understand how Primavera works and guided us in setting up the structure." - Ines Nenadić, PMP, R&D Project Coordinator

An important part of the approach was establishing a unified way of working and sharply defining activities and tasks. Joint agreements created more consistency in how tasks are modeled, providing the basis for better interpretation and reporting. Internal training reinforced skills and ownership. During sprints, teams were introduced to the OPC Task Module in a practical way. Because the involvement of the internal team was limited during implementation, extra emphasis was placed on knowledge transfer and securing a sustainable way of working.