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PMINEO_2010_03_Resource_Management

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PMINEO_2010_03_Resource_Management

  1. 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. 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 …
  3. 3. 3 Resource Management Functions  Resource allocation  Performance appraisal  Career planning
  4. 4. 4 Agenda  Background  PMINEO survey  Recommendations  Example Tools  Panel presentations  Todd Jones, Westfield Insurance  Diane Gormley, American Greetings  Panel Q&A
  5. 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. 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. 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 -
  8. 8. 8 PMINEO Survey 3)Tool Usage (*) Percentage using a tool; multiple tools used (% > 100) Nbr Tool % (*) 1 MS-Excel (Microsoft) 84 2 MS-Project, Desktop (Microsoft) 78 3 MS-Sharepoint (Microsoft) 29 4 MS-Access (Microsoft) 21 5 MS-Project, Server (Microsoft) 19 6 Custom in-house application 18 6 IBM Lotus Domino/Notes (IBM) 18 8 CA-Clarity (CA) 11 9 SAP Enterprise (SAP) 8 10 Primavera (Oracle) 7 10 PeopleSoft Enterprise (Oracle) 7
  9. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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)
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  28. 28. 28
  29. 29. 29 Resource Management at Westfield Group Todd R Jones, PMP March 17, 2010
  30. 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. 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. 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. 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
  34. 34. 34 Portfolio Staffing Confidence Report
  35. 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.)
  36. 36. 36
  37. 37. 37 Resource Management at American Greetings Diane Gormley March 17, 2010
  38. 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. 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. 40 RM Responsibilities  Resource Planning & Career Development  Monthly meetings with each resource  Address single threaded resources  Plan for transitioning resources to new roles
  41. 41. 41 Tools used by RM  Clarity  Skills database  Master Schedule  Recruit Alliance  360 evaluation tool
  42. 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. 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
  44. 44. 44
  45. 45. 45 Question and Answer Session
  46. 46. 46 Business cards/signup for followup
  47. 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. 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. 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. 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. 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. 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. 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
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