The KCE was using a rudimentary tool to launch new projects. This tool allowed them to set up projects and log them on a calendar. But, the KCE had no tool to help it predict and visualize how its experts were involved in different projects. Therefore, one of the problems the company was faced with was that at certain times, resources were either over-allocated or on the contrary, under-allocated.
Moreover, as the number of projects increased in numbers and complexity, the number of researchers remained relatively stable, therefore researchers were obliged to take on 3 to 4 projects at a time.
A number of projects, or at least parts of these projects then had to be subcontracted to outside experts. The decision to turn to contractors was dependent, amongst other things, on the availability of in-house resources. In these situations, a realistic understanding of how busy in-house experts are expected to be is of utmost importance.
Project priority can completely shift from one day to the next. Without knowing which researchers will be involved in different projects and how, it becomes near impossible to manage last-minute changes.
In addition, the new software had to be integrated and interfaced with internal software already in use at the KCE to reduce data duplication and make administrative processes more efficient.