Intermedservice, WebTutor

1. Company Description

1.1. The industries in which the company works

The company is engaged in complex deliveries of the medical equipment and pharmaceuticals. Intermedservice Company Ltd is 16 years old in the Russian health care market. Now the main priorities of activity include search, assessment and implementation of modern world medical technologies in our country.

1.2. Territorial Distribution

9 branches across Russia and 3 representations in the neighboring countries.

1.3. Number of Staff

More than 800 employees

1.4. Staff Categories Who Use the System

All categories of personnel, including specialists, middle managers and top management.

2. Solved Problems / Assigned Tasks

2.1. Business Requirements For Implementation

The main objective – creation of full-function SDO in the company, the organization of work of the portal of distance learning, development of electronic rates, the organization of distributed system of personnel training.

And also:

• Cost optimization on training
• Formalization of knowledge in the company

2.2. What business processes had to be automated (assessment, training, personnel recruitment, the expense accounting on training, etc.)

• Collecting of requests for training
• Adaptation training of beginners
• Testing
• Control and monitoring of distance learning
• Assessment of professional knowledge

2.3. Criteria of Successful Implementation at the Planning Stage

1. System performance – increase in number of at the same time working users. 2. Reliability and resistance to failures. 3. Storage of large volumes of information in the single database. 4. Ensuring protection and confidentiality of data.

2.4. Project Planning (Requirements, Analysis of Business Processes).)

Contrastive analysis of functions of the DO different systems which were compared with features business processes of the company was made. After the choice of a system it was made by terms of reference, considering specifics of the business processes proceeding in the organization.

3. Project Parameters

3.1. Terms of Implementation and Milestones of the Project

The beginning of the project – September, 2006 Implementation – October-March, 2007 Mass use – August, 2007 till present

3.2. Project Team on Customer Side (from IT and grom HR). Roles in the Team, How the Interaction Took Place

• The project manager – 1 person (full employment on the project)
• The specialist in development of electronic rates — 1 person (full employment on the project)
• The designer of electronic rates — 1 (at first part-time employment then complete)

3.3. The Main Difficulties During the Project

• Complexity of setup of the workflow system on the portal
• Problems with updating of corporate design
• Lack of the necessary software in branches
• Weak computer literacy of users of a system

3.4. Did the Time and Financial Costs Correspond to the Previously Planned

Yes, quite

3.5. What restrictions of IT infrastructure affected the project

• Strict security policy
• Absence separate (IT) of an established post of the project

4. Project Development

4.1. Development plans (what automation of business processes is still planned)

• Collecting of a feedback on training events
• Creation of a digital library
• Personel assessment
• The mixed top management training
• Maintenance and addition of resident instruction with remote
• Questions of involvement of external clients in corporate SDO are considered

4.2. Filling With Content - How to Solve the Problem

Electronic directions rates are developed:

• Adaptation
• On products (on activities)
• All-corporate

Electronic tests are developed and are constantly updated:

• On products (on activities)
• Professional knowledge
• According to specialized training programs

Content forms specialists of scientific and methodical department together with key staff, carriers of knowledge.

4.3. Team to Support and Develop the System

• Support and filling of the portal is performed completely by the staff of the company as a part of 3 people.
• Head of department of DO
• Specialist in development of electronic rates
• Designer of electronic rates
• The IT specialist (only when updating a system)

5. Project Results

5.1. Results (Quantitative And Qualitative)

• SDO allowing to train and test at the same time all staff of the company including branches functions
• In a quarter – 1068 purposes of cheloveko-tests, 845 purposes of cheloveko-rates
• Process of assessment (testing and annual assessment) and the analytical reporting (on resident and distance learning) on the employees is automated
• Effectively the system of adaptation training of again accepted employees works
• Reducing costs for top management training (by use of distance learning and tyyutorsky support)

5.2. Economic Efficiency

Formal calculations were not carried out, but it is already impossible to provide learning process to the companies without the system of distance learning and testing.

5.3. The Most Significant Results Are Something Most Notable

The reached scales of distance learning and testing of employees.

5.4. Reaction of Staff of the Company on System Implementation

At the initial stage the negative, as was felt from employees, and some heads considering similar training inefficient and distracting from the main objectives.

In the course of functioning of a system many employees began to submit applications for activation of rates.

5.5. A feedback from heads (the company and divisions) according to the results of system implementation

In general positive.