Resource management involves functions like resource allocation, performance appraisal, and career planning. The presentation discussed a survey of resource management practices, recommendations for improving resource management, and examples from Westfield Insurance and American Greetings. The panel presentations described how those companies assign resources to projects, manage resource availability and workloads, and support career development.
1. 1
Resource Management
PMINEO Chapter Meeting - March 17, 2010
Presented by
- Bob Zoller, Cleveland Clinic
- Todd Jones, Westfield Insurance
- Diane Gormley, American Greetings
See “View > Notes Page” in powerpoint for details
For copies, examples, contact rlzoller@gmail.com
2. 2
Four Golden Rules for Resource
Management
1. Schedule projects when requested, even if you
don’t know if deadlines are realistic
2. Add “important” new projects to the workload,
without removing other work
3. Shift resources from one project to another, to
temporarily calm angry stakeholders
4. When running late…. reduce testing, training,
and documentation
… just kidding …
5. 5
PMINEO Survey
1) Description
2) Maturity Levels 1-5
3) Tool Usage
4) Relationship Of Staff Size and Maturity
5) Items That Varied By Maturity Levels
6) Items Consistent Across Maturity Levels
7) Benefits, Summary
6. 6
PMINEO Survey -
1)Description
Reviewed existing surveys and background.
Built 28 items in survey tool (Sheryl Sovie)
Sent to email list (3,000) (Joe Anastasi)
Responses:
125 opened the survey, to instruction page
100 answered at least first question
57 finished the entire survey
7. 7
PMINEO Survey
2)Maturity Levels (1-5)
Responses by self-ranking on maturity level:
Level Description of Resource Mgmt
Processes (paraphrase survey)
% Sum
1 Do not exist in consistent form 32 32
2 Exist, used on some projects 25 57
3 Exist, used on most projects 21 78
4 Exist, on most projects. Integrated
with other systems. Performance
data exists.
17 95
5 Exist, on most projects. Integrated.
Performance data exists.
Mandated.
5 100
- TOTAL 100 -
9. 9
PMINEO Survey
3)Enterprise Tool Usage
Enterprise tools more common in larger orgs
Relative to project resource pool size:
For all tools, average size [51-200] resources
For Enterprise tools, average size [201-500] resources
10. 10
PMINEO Survey
4)Relationship Of Staff Size and Maturity
Maturity level tends to be higher for larger groups
Typical resource pool size and maturity (1-5)
[Resource pool size]/(maturity level)
[1-50]/(1,2) [51-200]/(3-4) [200+]/(4-5)
11. 11
PMINEO Survey
5)Items that varied by maturity level
Is PMO involved in managing resources?
No (level 1) Yes (increasing rates for levels 2, 3, 4, 5)
Frequency of Resource Planning & Forecasting
Inconsistent (1, 2) At least annual (3) At least qurtrly (4,5)
Resource planning is performed mostly by
PM or functional mgr (1,2) Resource Mgr (3,4,5)
Resource availability is determined mostly from
Manual check (1,2,3,4 decreasing) RM system (5)
12. 12
PMINEO Survey
6)Items Consistent Across Maturity Levels
Project planning/forecasting granularity level(*):
Project (73%), task (27%), phase (25%)
Project tracking granularity level (*):
Milestone (49%), task (38%), Earned Value (8%)
Plan significant change in coming year to RM process:
Yes (40%), No (60%)
Multi-tasking:
2-4 projects (70%), 5 or more (18%), 1 (12%)
(*) select multiple; total not = 100%
13. 13
7)Process Benefits, from references
From references [2] and [3], improvements in RM processes lead
to improvements in the following. Magnitude is not described.
- Alignment of projects with strategy
- Project Success
- Financial success
- Stakeholder satisfaction
From reference [4]
- Project Managers can handle twice as many projects
- Construction times reduced by up to 15%
(Optional slide)
14. 14
PMINEO Survey
7)Summary and key points
Maturity rankings: 57% with inconsistent or no process
Larger organizations tend to have more mature
processes because they must
Enterprise-type tools typically used for PMINEO orgs
with roughly 200 or more project resources.
Organizations can predict resource workloads at level
3 or above (“process in place, used on most projects”)
15. 15
Recommendations
1) Portfolio and Project Planning
2) Resource Identification
3) Time Management
4) Monitoring Project Progress
5) Tools and Other Organizational Issues
6) Implementation
16. 16
Recommendations
1)Portfolio and Project Planning
Portfolio-level planning
longer horizon, ex: one year, for high level priority and sequencing
rough time estimates in man-weeks/months, by skillset (ex: DBA)
use resource buffers and staggering to prevent domino effect
Project-level scheduling
shorter horizon, ex: quarterly window, refreshed monthly
use “rolling wave” for execution-level schedule. PMBOK 6.1.2.2
Coordinate forecast cycle with fiscal or business cycles
Define a way to show resource demand vs supply
Execute with simple spreadsheets or enterprise style tools
17. 17
Recommendations
2)Resource Identification
Planning staff granularity
When possible, forecast with pools. Individuals vary more.
In larger orgs, establish a way to find resources by skillset
Identify Bottleneck resources
Typically key resources set pace. See “drum” in ref [7] Ch 15
Bottleneck resources may be sufficient for pipeline
sequencing
Cross-train for more flexibility
Try to separate “project” resources from “support” resources
Assign resources to as few projects as practical
Reference: (ABC,123) vs (A1B2C3) Example
18. 18
Recommendations
3)Time Management
Time reporting
Track time at least at project level, preferably phase level
Value of time reporting
Historical time records can be used in future estimates
Implement time tracking early, to start building history
Short term value for monitoring project progress (below)
Long term value for management decisions
Ex: excessive maintenance is a symptom of problems
Time estimating
Expert, analogous, parametric, 3-point. See PMBOK 6.4.2
19. 19
Recommendations
4)Monitoring Project Progress
Focus on progress overall, not primarily task completion
Compare actual to forecast at least monthly
Recalibrate project schedules if appropriate
Take corrective action: reduce scope; cancel (save 10% ?)
For relief - look at critical path and bottleneck resources
Find lessons learned for estimating and forecasting. Ex:
Find ways to improve estimating process
Find other factors that contribute to schedule slippage, such as poor
requirements docs or poor change control
20. 20
Recommendations
5)Tools and Other Organizational Issues
There are environmental or organizational issues that affect
Resource Management potential
Some major examples:
availability of a Portfolio/Resource tool, especially in large org
frequent priority shifts
organizational bias towards getting projects started ASAP
For full coverage see “Organizational Enablers” in OPM3, ref [9]
21. 21
Recommendations
6)Implementation
Evaluate where you are today.
Consider OPM3, CMMI, or IIL models, or parts of models
Identify pain points and business needs
Develop short and long term goals
Consider tool options
Avoid temptation to overdo it
22. 22
Example Tools
1) Excel worksheet samples
2) MS-Project file(s); see ref [8]
3) MS-Sharepoint; see ref [10]
4) Enterprise Level Tools
23. 23
Sample Tools
1)Excel worksheet samples
Simple single sheet for PM assignments
Multi-tab template with inputs and report tabs
Combination of Excel tools for all resource hours
Estimating worksheet, with phases by percentage
24. 24
Sample Tools
2)MS-Project File(s)
File combination options
Single file for managing one or more projects
Nest individual project files within aggregate files
Multiple files, with one file as “resource master”
See reference [8]
Note that detailed files can become maintenance burden
25. 25
Sample Tools
3) MS-Sharepoint
MS-S as Project/Portfolio Management system:
Document repository
Workflows for portfolio or project level processes
Apparently offers native WBS capability?
Integrates with MS-Project
Includes reporting tools
Above is based on ref [10] not personal experience
Is worth exploring for orgs already using MS-S
ASPE training, April 22-23, Cleveland, $1300
26. 26
Sample Tools
4) Enterprise Tools
Available as purchase or as hosted service
Purchase can be $200,000 and up
Arbitrary list of examples from random experience:
Planview
Clarity
Primavera (probably higher cost; was construction)
Daptiv (hosted service, 2009 list price $50/user/month)
@Task (hosted service, gaining some popularity)
30. 30
Background
Resource pool of 161 resources from 10 skill disciplines
Matrix organization
Resources are assigned for duration of project
Mix of full-time and part-time
Portfolio Management team
Portfolio manager; seven Project Managers (PMs); two project
support admins; and financial reporting support
12 Enterprise Projects
Monthly reporting cycles
31. 31
Resource Assignment – New Project
Starts in Portfolio planning
Section 1, 2, 3 documentation
OOM estimate by role (discipline)
Resource managers (RMs) juggle project and
maintenance requests
Resources provided based on need, skills, timing, availability,
development plan (stretch role)
Allocate both internal resources and contractors (shared
responsibility with PMs)
PM responsible for onboarding and setting
expectations for project work
32. 32
Section 3 – OOM Resource Estimates
Project Name: << Manual Update
Project Type: << Manual Update
Project Duration (Quarters): <<Enter number of Quarters
Estimating Confidence Medium << Confidence Controls Estimate Range
FTEs by Month Enter Data Here
Calc Value Calc Value Manual Update Manual Update N/A Mth 1 Mth 2 Mth 3
Team Members by Role Utilization
(Annual FTE
Not Head Cnt)
Cost Notes Internal
or
Consultant
Staffing
Managers
Confidence
(H, M, L, ?) Roles Annual FTE Jan-10 Feb-10 Mar-10
AADA - Application Developer 0.00 AADA - Application Developer 0.00
AADA - SIG (Service Integrators) 0.13 $8,034 AADA - SIG (Service Integrators) 0.13 0.25 0.25 0.25
AADA - Software Architect 0.00 AADA - Software Architect 0.00
AADA - Systems Analyst 0.10 $6,427 AADA - Systems Analyst 0.10 0.10 0.10 0.10
AD - Designer 0.00 AD - Designer 0.00
AD - Integrators / Implementers 1.67 $107,120 AD - Integrators / Implementers 1.67 2.00
AD - Software Architect 1.00 $64,272 AD - Software Architect 1.00 1.00 1.00 1.00
AD - Systems Analyst 0.88 $56,238 AD - Systems Analyst 0.88 1.00 1.00 1.00
AD - Technical Coordinator 0.50 $32,136 AD - Technical Coordinator 0.50 0.50 0.50 0.50
AD - User Experience Designer 0.00 AD - User Experience Designer 0.00
121.10 5.75 5.75 11.35
IT Resource Total 10.09 $648,612 0.04748 0.047481 0.093724
Analysts & Communication Specialists 0.00 Analysts & Communication Specialists 0.00
Claims Professionals 0.23 $14,461 Claims Professionals 0.23 1.00 0.50 0.25
Complex Claims Professionals 0.00 Complex Claims Professionals 0.00
Directors & Sr Mngrs 0.00 Directors & Sr Mngrs 0.00
Field U/W & Sr Analysts 0.00 Field U/W & Sr Analysts 0.00
2.70 1.00 0.50 0.25
Business Resource Total 0.23 $14,461 0.37037 0.185185 0.092593
EDP Consulting Dollars $675,000 Tester Manual Update Manual Update
Estimating Range -15% 25% Calc Value Calc Value
IT Resource Cost range $551,320 $810,765 Calc Value Calc Value
Business Resource Cost range $12,292 $18,077 Calc Value Calc Value
EDP Consulting Range $573,750 $843,750 Calc Value Calc Value
Hardware & Software Manual Update Manual Update
Total $1,140,000 $1,670,000 Calc Value Calc Value
Resource and EDP consulting estimate will need to be revised once high level requirements are available.
Project Estimate:
Assumptions:
Business requests first implementation by no later than January 2011. Project needs to start no later than January 2010.
<Project Name>
<Project Type>
Calc Values
4
33. 33
Ongoing Management
Bi-weekly Portfolio Staffing Meeting
All resource managers
Review in-flight and upcoming projects/needs
Confidence by project by role
Discuss downstream impacts of project/portfolio changes
PMs visit as needed to discuss changes
Single view - monthly updates provided to IT-Steering
Committee (Sr Execs)
Supports ongoing (rolling) planning window for new
business requests
35. 35
Career Development
Career development is the responsibility of each
resource, supported by the resource manager and PM
PM provides on-going and quarterly feedback
2 x 1 (PM, Resource manager, Resource)
Aligns project opportunities to development goals, as realistic
Resource manager responsible for traditional
performance management (annual review, development
plan, etc.)
38. 38
Background
Resource Pool of 54 resources assigned to
development work only
PMs, BAs, Developers, TAs
Resources are augmented by contractors
Separate groups performing application
maintenance, technical maintenance, and
architecture
Often pulled into projects for design and testing
39. 39
RM Responsibilities
Fulfilling project resource needs
Acquiring contractors
Training and development
Performance evaluation
Resource hiring
Manage intern program
Resource usage and optimization
40. 40
RM Responsibilities
Resource Planning & Career Development
Monthly meetings with each resource
Address single threaded resources
Plan for transitioning resources to new roles
42. 42
ISD Master Schedule
Master Schedule As of 03/02/2010
Mar
2010
Apr
2010
May
2010
Jun
2010
Jul
2010
Aug
2010
Sep
2010
Oct
2010
Nov
2010
Dec
2010
Jan
2011 Totals
Total AG Capacity 30268 28776 27468 28776 28776 28776 28776 27468 28776 30084 27468 315412
Contractor Capacity 7920 5581 3856 3290 2957 2746 2621 2301 2176 2176 0 35623
Total AG & Contractor Capacity 38188 34357 31324 32066 31733 31522 31397 29769 30952 32260 27468 351035
(includes Off-shore resources in capacity & demand)
Total Active Project Demand 43442 29883 24969 20855 19446 18288 17845 16232 18014 19530 16416 244921
Hours Variance -5253 4474 6355 11211 12286 13233 13552 13537 12938 12730 11052 106114
% Variance 114% 87% 80% 65% 61% 58% 57% 55% 58% 61% 60%
PIPELINE Demand 0 0 355 595 994 1687 1215 1113 945 864 777 8545
Anticipated Capacity for PIPELINE Projects 0 0 0 0 0 0 0 0 0 0 0 0
Total Active and PIPELINE Capacity 38188 34357 31324 32066 31733 31522 31397 29769 30952 32260 27468 351035
Total Active and PIPELINE Project Demand 43442 29883 25324 21450 20440 19975 19060 17344 18959 20394 17193 253466
Hours Variance -5253 4474 6000 10616 11293 11547 12337 12424 11993 11866 10275 97569
% Variance including PIPELINE Development 114% 87% 81% 67% 64% 63% 61% 58% 61% 63% 63%
43. 43
Value of ISD Master Schedule
Provides capacity versus demand
Status of active projects
Pipeline of new projects
Provides data to make decisions on resource
constraints
Gives estimated timeframe to launch new
projects
47. 47
References
1 Project Management Body of Knowledge (PMBOK), 4th Edition, PMI
Primarily Chapter 6: Project Time Management, and Chapter 9: Project
Human Resource Management
2 Portfolio Resource Management: The Most Significant Challenge to
Project Management Effectiveness, James S. Pennypacker.
PMI paper from 2008 Global Congress.
Summary of a survey of Resource Management uses and benefits.
Available from PMI for $10 to members. Good survey reference.
3 Project Resource Management 2009: Tools, Processes, and Challenges;
Bruce A. McGraw, Kathryn L. Jackson.
White paper describing Resource Management survey of 2009. Available
from Cognitive Technologies Incorporate of Austin, Texas. Good survey
reference.
Note that they will be conducting a survey in the summer of 2010. If
interested in articipating, send an email to the “info” email address.
Contact: info@cogtechinc.com
48. 48
References
4 “Do More With Less”, article from PM Network, March 2006, Pages 28 –
34. Minor misc reference points.
5 “Future Perfect”, article from PM Network, April 2004, pages 38 –
44.“Putting People In Their Place”, article from PM Network, April 2007,
pages 66 – 69. Minor misc references.
6 “Future Perfect”, article from PM Network, April 2004, pages 38 –
44.“Putting People In Their Place”, article from PM Network, April 2007,
pages 66 – 69. Minor misc references.
7 Advanced Project Portfolio Management and the PMO, Gerald Kendall, Steven
C. Rollins, Copyright 2003, IIL and J. Ross Publishing
Good PMO Reference overall.
For this subject, see Chapter 15, Resource Portfolio Management
49. 49
References
8 Meet the Resource Management model
Includes tutorials on using MS-Project files individually or grouped with shared
resources. 4-part article on gantthead.com:
(1) http://www.gantthead.com/article.cfm?ID=236451
(2) http://www.gantthead.com/content/articles/236556.cfm
(3) http://www.gantthead.com/content/articles/236662.cfm
(4) http://www.gantthead.com/content/articles/236676.cfm
9 OPM3, Organizational Project Management Maturity Model, from PMI.
This is the process-level equivalent to the PMBOK which is for project
management. See www.pmi.org, search OPM3. Some docs free for PMI
members.
10 Sharepoint_for_project_management.pdf
High-level generic discussion of Sharepoint for PM, available as download from
http://www.aspe-it.com/offers/ Details in training by ASPE, Cleveland, April 22-
23, $1295 before discount
50. 50
Priming Questions
· How long have you been operating under this model
(developers split into maintenance vs. project work)?
· What productivity gains have you realized?
· How did you implement the model?
· Based on your experience, what advice do you have for an
organization converting to this model?
· What issues did you experience with implementing the model?
· What is your organizational structure within IS?
· Number of developers in the maintenance and project groups?
· Number of Project Managers and Business Analysts?
· How do you define maintenance? Projects?
· What tool(s) do you use for tracking maintenance and projects?
51. 51
Panel: Todd Jones, Westfield Insurance
Todd Jones is a Project Manager in the Technology Portfolio
Management unit at Westfield Group, responsible for leading
both business and IT projects. He has been in this role for six
years after transitioning from an application development, testing,
& architecture background. As a PM, he has led a multi-year
enhancement of the Personal Lines policy sales & servicing
application; an upgrade & business enhancement of the
Enterprise Content Management system to support paperless
initiatives for multiple business units; a business process
automation & software implementation for the Premium Audit
unit; and multiple initiatives to develop/enhance IT
capabilities. Todd is currently leading an extensive optimization
of the Websphere Application Server infrastructure that includes
migrating all web-based applications & services, and he is teeing
up a new project to select & implement a full-scale e-Discovery
solution.
52. 52
Panel: Diane Gormley, American
Greetings
Diane Gormley is the Project Office Manager and
Resource Manager for the Information Services
Division at American Greetings. The ISD project
office is responsible for managing ISD's master
schedule of projects, managing over 50 internal
resources and 30+ contracted resources,
administering the Clarity toolset, and maintaining the
project methodologies and PM standards. Diane has
been with AG for 14 years and has been part of the
project office for 6 years.
53. 53
Panel: Bob Zoller, Cleveland Clinic
Bob Zoller has been an IT Project Manager at The
Cleveland Clinic for the past year, on the
development of a system for managing medical data
for the Heart and Vascular Institute. Prior to that,
Bob worked at various Cleveland-area firms as an IT
technical resource, a testing services supervisor, an
IT Project Manager, and the manager of an IT
Project Management office. Bob volunteered for
this evening’s program because the challenges of
Resource Management are something he considers
a hot-button item for him and many in the profession
