Managing complexity in lab automation projects

Automation projects can introduce change, particularly in R&D environments where workflows, roles, and processes are evolving.
However, disruption is not an inherent outcome, it depends on how the project is managed.

With the right structure, automation projects can be delivered in a way that:

• Minimises day-to-day disruption
• Aligns with existing team workflows
• Supports gradual adoption rather than sudden change

The focus is not just on delivering a system, but on ensuring that teams are supported throughout the transition.

Laboratory automation projects often reflect the complexity of the environments they serve.

Common factors include:

• Evolving R&D workflows and priorities
• Multiple stakeholders (scientists, IT, QA, operations)
• Integration with existing systems and data infrastructure
• High variability in samples, methods, or processes

In dynamic or unstable environments, requirements may change during the project, which can increase pressure on both internal teams and implementation partners.

Labman approaches projects as structured, collaborative programmes rather than fixed deliveries.

Key practices include:

• Phased delivery models that break projects into manageable stages
• Early definition of realistic scope, timelines, and internal commitments
• Continuous alignment with stakeholders across R&D, IT, and QA
• Transparent communication around risks, changes, and decisions

This structured approach reduces uncertainty and allows teams to adapt without losing control of the project.

‘Implementation kindness’ reflects an approach where project delivery is designed around the needs and capacity of the client team.

In practice, this includes:

• Designing systems that align with existing workflows where possible
• Avoiding unnecessary disruption to ongoing work
• Setting clear expectations about required internal input
• Supporting users through training, testing, and early adoption

The goal is to ensure that teams feel supported, not overwhelmed, throughout the project lifecycle.

Risk reduction is built into the delivery process through several mechanisms:

• Simulation and offline testing before deployment
• Controlled pilot phases to validate workflows in real conditions
• Structured change control processes to manage evolving requirements
• Incremental commissioning rather than “all-at-once” deployment

These approaches allow issues to be identified and resolved early, reducing downstream disruption.

Change is common in R&D led environments and is expected in many automation projects.

To manage this, projects typically include:

• Defined change-control frameworks
• Clear assessment of the impact of changes on timeline, cost, and scope
• Collaborative decision-making between stakeholders

This ensures that changes are handled deliberately, rather than reactively.

Successful projects require active participation from client teams, particularly in:

• Defining workflows and requirements
• Testing and validating system performance
• Supporting integration with existing systems
• Providing feedback during development phases

Setting realistic expectations early helps ensure that internal teams are properly resourced and prepared.

Support is provided throughout the project lifecycle, including:

• Regular project reviews and progress updates
• Access to technical teams for problem-solving and iteration
• Structured user training and knowledge transfer
• Development of super-users within the organisation

This ongoing support helps teams build confidence and capability alongside the system.

Automation projects are most successful in environments where:

• Core workflows are reasonably stable or well understood
• There is internal alignment across scientific, technical, and operational teams
• Resources are available to support implementation

Highly unstable or rapidly changing environments may benefit from additional upfront definition before automation is introduced.

Preparation can significantly reduce project stress and improve outcomes.

Helpful steps include:

• Clearly documenting current workflows and objectives
• Aligning stakeholders early (R&D, IT, QA, operations)
• Defining success criteria for the project
• Allocating internal resources for collaboration and testing

Strong organisational readiness allows projects to progress more smoothly.

By focusing on structured delivery and team support, organisations benefit from:

• Faster adoption of the system by internal teams
• Reduced operational disruption during implementation
• Greater confidence in system performance
• Stronger long-term collaboration between teams and automation partners

The result is not just a successful installation, but a sustainable and scalable automation capability.

Labman projects are:

• Collaborative and tailored to specific workflows
• Structured to manage complexity and change
• Designed to minimise disruption to teams
• Supported throughout with training and guidance

While automation projects can be demanding, the focus is on reducing that burden through planning, transparency, and ongoing support.