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1. Introduction to LIMS and LIMS acquisition

Your laboratory was created to carry out specific tasks, to do work that its parent organization needed to conduct its work and reach its business goals. The lab's biggest output is analytical results of tests it conducts, and it's imperative those analytical results are accurate, timely, and unaltered. Today, lab's more than ever depend on a laboratory information management system (LIMS) to better meet those requirements.

The point of this guide is to give you the background you need to better make a case to your organization's management and key stakeholders for acquiring and deploying a LIMS. While pursuing this topic, we're going to make a couple of simple assumptions. We'll assume that your organization's senior management may not understand what goes on in your lab and how it carries out its work. We'll also assume they have a lot of things to contend with in their roles, giving them limited time to fully understand your lab's needs and the tools required to help it succeed. You want to make the explanation and justification for LIMS acquisition and deployment as easy and succinct as possible while at the same time demonstrating that this is the right decision.

The justification process for LIMS has a long history, and a lot has changed since the 1980s when the technology was first introduced. Therefore, we need to examine what a LIMS is, what alternatives people commonly turn to, how the technology has evolved, what the history of LIMS justification is, what practical and economic considerations surround LIMS adoption, and how to address any concerns management may raise during the justification process. This guide will attempt to address these things and more.

1.2 What are the alternatives to a LIMS?

Introducing new technologies and products often causes people to balk because it represents a change to current operations and an expense, even if the change is beneficial. As such, some may view the acquisition, use, and maintenance of a LIMS to be too daunting. The organization may even see the value in a LIMS but finds several questions arise:

• What happens if we don’t make the change to a LIMS?
• Is there an alternative technology that is less costly?

The answer to the first question is straightforward: lab costs continue to increase, operations stagnate, sample backlogs increase, and lab personnel—including management—become increasingly frustrated. This in turn means the lab may fail to achieve its goals. That second question is politically charged, however, particularly in medium to larger organizations. There are two frequently encountered answers, both involving internal software development: let's use a spreadsheet, or let's use an enterprise resource planning (ERP) system as a solution with similar characteristics to a LIMS. The latter often occurs if a company has recently invested in an ERP solution with the idea that it will take care of all of the company’s needs (i.e., they may not have checked with the labs to see if actually will).

Before we get into a response to that second question, I'd like to ask you one. What business is your company in? Is it a software development organization, or does it want to become one? I ask this because what often happens is someone in the organization proposes custom software development as an alternative. Suppose you are seriously considering developing a LIMS alternative in-house or through a consulting firm. In that case, that is something you have to think through, taking on all the issues that plague large software development projects, including ongoing maintenance and support once the project is completed.

Software development projects are fraught with issues. Reasons for software project failure include:

• insufficient organizational leadership
• insufficient understanding of business and department problems and requirements, even as they evolve during development
• inadequate planning and project management
• undefined project roles and responsibilities
• inaccurate time and cost projections
• inadequate use of available resources
• insufficient understanding of changing software development practices
• poor or mismanaged communication methods
• poor response to project challenges that inevitably arise
• lack of focus on project success
• lack of focus on soft skills such as training and team building
• scope creep

The bottom line is this: software projects develop issues, and while they may eventually succeed, they a may take a year or more to work through during development. Meanwhile, your lab is suffering under whatever issues caused you to look for a LIMS in the first place. When you're done with developing the solution, will you have something better than commercial products or just the best you can settle for? Commercial products will be continually improved with new features and capabilities added; that's their business. Do you have the resources and commitment to make it yours?

We find that software development approaches have their own issues to address, but what about spreadsheets and ERP systems? Spreadsheet-based systems, while seemingly inexpensive, are costly in development time and use. Additionally, spreadsheets are single-user-at-a-time systems. Everyone else has to wait their turn if someone is working with the system. They are fraught with errors creeping in, especially through changes that may not be documented. They are also difficult to validate and keep under modification control. Those factors are red flags to regulatory inspectors, particularly regarding development documentation. As for ERPs, those systems may address some of the requirements of your lab, but they will have significant problems with instrument connections, a significant source of productivity gains in the laboratory. Do these and similar alternatives represent the most cost-effective way to manage risk and utilize your resources towards the goal of improving laboratory productivity and compliance?

Citation information for this chapter

Chapter: 1. Introduction to LIMS and LIMS acquisition

Title: Justifying LIMS Acquisition and Deployment within Your Organization

Edition: First Edition

Author for citation: Joe Liscouski, Shawn E. Douglas

License for content: Creative Commons Attribution-ShareAlike 4.0 International

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