We canned our resource management vision in a 4 minute video. Real life examples included.
Demand from everywhere
Organizations get work demand in different forms and from different channels. Demand can come from Project Portfolio Systems in the form of work packages that are dispatched to multiple teams. It can also be derived from trial data in a clinical trial management system as well as submissions entered in regulatory submission management systems. In quality control labs we generated demand based on the supply chain planning and stability study management.
Binocs is master in capturing all these requests and translating them into plannable and executable work sequences for scientists, engineers and technicians… Fully automated!
A maching learning concept based on a fully configurable Operating Model?
In Binocs we define an operating model that describes how the organization works including lead times and standard workloads.
Binocs then generates resource capacity requirements automatically based on this operating model and the specific demand characteristics. For hundreds or thousands of work orders. Repeatedly and on the fly.
When projects or work orders are added, stopped, changed, postponed, it is visible to the organization and it is immediately reflected into capacity requirements.
Teams also define capacity requirements for internal tasks. This way, a team gets a complete view on demand and capacity.
Not all work can be standardized, but we can go a long way
But as in most organizations, not everything can be standardized. These rough-cut work standards in the operating model might be OK for the long term capacity plan, but functions and team leaders might want adjustment when the work comes on the radar in the short-term horizon.
Every team their required level of detail
Teams choose the level of detail that fits best for them. They might express work as standard blocks or they choose to express it in FTE requirements in other cases. Binocs will consolidate this across functions and projects automatically and end-to-end.
How teams define their capacity profile?
Next to demand, we want to define our available capacity. This is the responsibility of the teams. They define their resources and their available capacity. Some competences are critical for capacity calculations. Such constraints can be defined in the team’s competence matrix.
As today’s working environments are dynamic, teams can agree to exchange resources to accommodate demand peaks.
A powerful algorithm that works both constraint and unconstraint based.
To balance demand and capacity, Binocs runs a constraint based planning algorithm across all the projects and all the functions. The unconstraint view is often similar to their previous way of working in the Excels they’ve built. The constraint view takes into account resource and competence constraints and will raise alarms on activities that cannot be completed in the requested timeframe. Program and project managers will have immediate visibility from their program or project angle. Functions use the standard report and the analysis tools to discover the root causes for capacity and on-time delivery issues.
Scenarios to solve projected delivery issues upfront
As a next step users can build scenarios to evaluate the options to solve capacity issues. Projects, functions and governance structures will evaluate:
- What if we train people
- What if we re-prioritize work packages
- What if we outsource
- What if we recruit
- What if we invest
Every user can build a scenario. It can be an individual exercise within a single team or it can be a collaborative effort in an end-to-end process.
An enterprise cloud solution that fully integrates in the existing IT landscape
To support enterprise integration with other departments, overall business processes and governance structures, users can create a variety of reports and integrations by associating reporting dimensions such as timesheet fields, Project codes and cost centers.
The high degree of data automation and the immediate insights let leaders focus on the real business value, which is fostering a committed and high performing organization.