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Streamlining Resource Management at BioTech Inc.: A Comprehensive Approach

BioTech Inc., a rapidly expanding biotechnology firm employing over 30,000 staff across seven states and six countries, faced significant challenges with its decentralized resource management system. The new project aimed to develop a centralized and flexible system capable of efficiently managing employee functions, including tracking applicants, orientations, benefits management, and compensation. With a budget of $1 million, the project successfully implemented tailored software solutions, overcoming resistance and compatibility issues, while ultimately finishing ahead of schedule and under budget, paving the way for future enhancements.

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Streamlining Resource Management at BioTech Inc.: A Comprehensive Approach

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  1. Resource Management Lockheed Martin BioTech Inc. Presented by: Kelsey Bailey, Bill Brinkman, Kristen Gunnison, Arika Jones, Eric Lutsey, Kayla Wells

  2. Problem • Background • BioTech Inc. • Rapidly expanding biotechnology firm • Research & FDA-approved drugs • Over 30,000 employees • Offices in 7 states and 6 countries

  3. Problem • Resource Management System Project • Several decentralized systems • System not efficient for basic functions: • Applicant tracking • New employee orientation • Benefits management • Employee security • Compensation

  4. Problem • Resource Management System Project • Goals for new system: • Centralized • Flexible • Effectively manage employees • Budget: $1 million • Time: one year

  5. Project Solution • Purchase software and tailor • Characteristics: • Templates and tools • Corporate policy • Training and maintenance of skills • Project assignment and tracking • Log of hours • Employee data • Potential employee management • Security

  6. Prototypes

  7. Financial Analysis

  8. Scheduling Issues • Resources and budget • With software prices, had to limit personnel • Keep from over allocating resources • Meetings • Keep scope change from interfering with schedule • Add external resources • Scope change required new personnel to be added

  9. Assumptions • Will not include payroll • Sufficient software is on the market • Producer of software will provide a few developers to assist with tailoring • Users will help with testing of new system

  10. Obstacles • New system met with resistance by several managers • Created meetings to address issues and discuss • Include other departments when testing and brain storming • Ensure adequate training is available

  11. Risk (Matrix)

  12. Risks • Employee resistance to adoption of new system • Probability: High • Impact: Medium • Solutions: face-to-face discussion, effective training sessions, knowledgeable trainers • Compatibility issues with old software • Probability: High • Impact: Medium • Solutions: testing begins well in advance, software base is compatible

  13. Risks • Data Loss (from corruption, power loss, malicious activity) • Probability: Medium • Impact: High • Solutions: offsite data backups • Natural Disaster • Probability: Low • Impact: High • Solutions: secondary worksite and equipment

  14. Lessons Learned-Project • Scope • Met goals for time and cost • Project completed 1 week ahead of schedule • Project completed $80,000 under budget • Plan for scope creep- do not overextend resources • Left us consistently under-budget

  15. Lessons Learned- Team • Individuals had different personalities and talents • Motivated in different ways • Play to talents- ex. technical skills and writing skills • Strengths: early in the semester, created a schedule of meetings • Area for improvement: helping group members to understand our work after completion

  16. Future Features • To further improve efficiency: • Integrate payroll • Use with log of hours • View pay stubs • View personal benefits

  17. The End Thank you for your attention.

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