For you to be successful in resource management, you need a clear and comprehensive view of all your resources. In healthcare, that equates to your human resources (clinical and non-clinical staff and their individual skillsets), budget elements like staff training, building and equipment investments, maintenance, labor costs… the list goes on. Acknowledging all these resources is one thing; balancing them is another. Healthcare organizations aim to deliver medical and patient care of the highest quality and in the most affordable manner. To do so, overall and project-specific resources need to be managed in unison, which can become quite the challenge.
Headquartered in Germany, Siemens Healthineers were one company looking to tackle this challenge head on. Dirk Nadler—Project Manager for Research and Development at Laboratory Diagnostics, Siemens Healthineers—was faced with the tall task of finding a better way to manage their resources.
“The problem for us before Tempus Resource was to do with ‘too many projects,” Dirk explains. “No one really knew which projects everyone else was working on. The big projects were well known, but there are many, many smaller projects that are concerned with market expansions, with feature enhancements, or more simply, product health, obsolescence, and so forth. We knew enough about the 30 big projects but not the 150 smaller projects we had in the organization.”
Like many businesses in the modern enterprise, Siemens Healthineers were going through a period of change in terms of their company culture and focus—evolving into a matrixed organization. But what does this mean when it comes to projects and resource management? Dirk explains the effect this had on Siemens Healthineers:
“There was very isolated planning in Excel sheets. Every function worked on its own—the annual budget planning, for example, in isolation from the rest of the team, and plans never worked together. They ended up planning with different assumptions and different goals.”
Dirk realized this was an opportunity to refresh how the firm managed resources. Much of the company and the way employees were working was changing; now was the best time to change resource management with them.
Project portfolio management (PPM) tools are widespread in the enterprise, with many claiming to solve a company’s resource management woes as well. The reality however, is that PPM tools can often help firms ‘get by’ when it comes to resource management systems, but the majority cannot provide the holistic overview and management capabilities that matrixed organizations require. And those that do are often custom built and come at huge cost. For Dirk, this meant not being drawn in by PPM tools that might look like the right solution on the surface—he wanted to thoroughly research the market before deciding.
Even with a focus on resource management, many resource management tools are in fact still set in the ways of project and portfolio management capability. As Dirk explains: “Most resource management systems are basically a by-product of a PPM tool. Even if it’s sold as a standalone resource management tool, you will often see some aspects of the solution that come from a PPM tool—either from the project portfolio management view or from the project management view.”
But Tempus Resource differs from other resource management systems. One that can offer users capacity planning and resource management functionality in real time. This differentiation was what drew Dirk into trialing Tempus Resource for free before making a final decision. The free trial was enough for Dirk to see how Tempus Resource sets itself apart from the competition:
“Tempus Resource lets you go from ‘I need to know next month’s number of resources my project has available’ to ‘let’s simulate what we can do, or what do we need to do to accomplish something.’ Whether it’s to execute a strategy, to execute certain projects by certain deadlines, and so forth. And that’s something unique about Tempus Resource.”
The overall goal of any resource management and PPM team is to produce clear, achievable goals and understand how they’re going to reach or exceed them. For Dirk and his team, this meant the ability to tell their CEO the exact cost required to deliver projects over the next three years. And with Tempus Resource, Dirk believes Siemens Healthineers can reduce project cycle time by 20%, and execute around 30-35% more projects over a ten-year period.
With Tempus Resource now fully implemented into Siemens Healthineers’ day-to-day work, Dirk imparted some great advice for other companies considering Tempus Resource over competing resource management systems:
“You can treat the tool as a problem-solver, put it in, don’t change anything, don’t change the attitude to workload… or go a couple steps further and change the culture of how you conduct your resource management and how you make decisions; build better cornerstones and a strong framework, discover how people handle certain situations and support them.”
For more on how ProSymmetry teamed with Siemens Healthineers to revolutionize the way they run projects, read the full case study.