2. Copyright 2011 Pemari Consulting Ltd.
Sound Familiar?
• How many resources do I have?
• What are my resources working on?
• Do we have unused resource capacity?
• What is our capacity to deliver against future demand?
• What is our internal to external resource mix?
• What is the effort split between operational and strategic
work?
• Are our resources being full utilized when on strategic work?
• What are the impacts of changing schedules on the resource
plan?
3. Copyright 2011 Pemari Consulting Ltd.
The Reality
• Resource Management data is often managed in disperse
systems leading to no holistic view of information
• Organizations take on too many projects and have too few
resources
• Resource bottlenecks are not identified early leading to
delayed projects
• Its assumed that contractors are needed as internal capacity is
not understood
• BaU work seems to consume a large amount of resources
leaving nothing for improving the business
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What is Resource Management?
“The efficient and effective
deployment of an organization’s
resources when they are needed to
execute business activity”
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Steps/Considerations to Implementation
INFORMATION
TECHNOLOGY
PEOPLE PROCESSES
ORGANISATION
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Information: What is important?
• Bottom Line: A data model for Resource Management with
the same metrics, information, and data available across
organisations and users.
Metrics
Derived Information
Master Data
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Organisation: Setup and Culture
• Bottom Line: Preparing the organisation for the phasing of
changes to come with implementing resource management.
Prepared
Culture
Change
Roles/
Use
Policies
Structure
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Process: The main process areas
Master Data
Management
• Systems of Record
• Roles
Staffing
• Informal
• Requisitions
Capacity Planning /
Reporting
• Same metrics
across users
• Bottom Line: Processes aligned to the policies and structure
of the organisation to deliver the necessary information.
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People: Resource Preparedness
• Bottom Line: People understand their roles and are well-
trained to perform the tasks for managing, processing, and
analysing the resource management information.
Culture
Changes
Awareness ,
Attitude and
Preparedness:
Roles and
Responsibilities
Effecting the
Changes :
Communication,
Marketing,
Education
Adoption
and
Support
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Technology
• Know and learn the
capabilities of the tool.
• Align the technology with
the organizational policies,
the processes, the people
and the information needs.
• Bottom Line: Technology is aligned to the processes and the
way that people and the organisation work to deliver the
information without high configuration or customisation.
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Steps to Implementation
Information
Organization
Process
People
Technology
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Information
• Allocations
– Try not to manage everything on a daily basis
– Allow a buffer for project flexibility
• Unavailability
– Resource Calendar
– Other Work
– Overhead Projects
Information
Organization
Process
People
Technology
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Information
• Roles
– Try to keep them to a minimum
– Combine with Organizational OBS for greater control
– Consider Financial Matrices when determining role granularity
• Project Roles
– Use them when people have different billable rates depending on the
role they are performing on the project
Information
Organization
Process
People
Technology
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Information
• Skills
– Start with Roles
– Aim for skills
• be careful of legal or union issues
• Default % Allocation
– Set it to 0%
– Positive action is required by the PM to determine allocation
– Shifting Project End dates don’t affect allocations
• Allocate from Estimates
– Use it as a start point for creating the resource plan
Information
Organization
Process
People
Technology
17. Copyright 2011 Pemari Consulting Ltd.
Information
• Skills
– Start with Roles
– Aim for skills
• be careful of legal or union issues
• Default % Allocation
– Set it to 0%
– Positive action is required by the PM to determine allocation
– Shifting Project End dates don’t affect allocations
• Allocate from Estimates
– Use it as a start point for creating the resource plan
Information
Organization
Process
People
Technology
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Information
• Define and measure key metrics
• Publish the results to drive competition and indirectly
increase adoption
Information
Organization
Process
People
Technology
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Organization
• Create a Resource Management skill center
• Centralize the Resource Management function
• Consider splitting the organization into Operational resources
and Strategic resources
• Don’t attempt to do everything in a single go
• Build a road map and communicate your plans
Information
Organization
Process
People
Technology
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Process
• Ensure process aligns to information requirements and
organizational structure & culture
• Try to keep things simple
• Decide which tool is going to master which piece of data
– Clarity for day to day management of data
– HR Tools for static resource information
– Active Directory for User creation and deactivation
Information
Organization
Process
People
Technology
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Process
• Document, publish and train
– Don’t give people the option to say ‘I didn’t know’
• Informal vs Formal staffing
– Start on informal (Allocations)
– Consider formal for later phases (Requisitions)
Information
Organization
Process
People
Technology
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Process
• Only soft booked roles are used during initial planning stages
• Once the plan is finalized the roles are hard booked indicating
a ‘ready to be resourced’ plan
• Unapproved or projects with no funding (if applicable) should
never be resourced
• Once the project is approved/has funding, the project is
resourced with named resources
Information
Organization
Process
People
Technology
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Process
Information
Organization
Process
People
Technology
Soft booked
roles are used
during initial
planning stages
Once the plan
is finalized the
roles are hard
booked
The Project
gains funding
or is approved
Roles are
replaced with
resources
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People
• Be clear on who is responsible for what
• Document, publish and train
– Don’t give people the option to say ‘I didn’t know’
• Make people accountable
• Reward good performance
• Don’t overload Resource Managers
– 30 to 50 is a general number of resources to a resource/booking
manager
Information
Organization
Process
People
Technology
25. Copyright 2011 Pemari Consulting Ltd.
People
• IT Executives
– Support and maintain focus on the management of RM policies and
processes
– Leverage RM data and analytics to support delivery and workforce
planning activities
• Project/ Plan Managers
– Maintain accurate role demand on CA Clarity PPM plans (soft & hard
allocations)
– Utilise resources once allocated to the project
Information
Organization
Process
People
Technology
26. Copyright 2011 Pemari Consulting Ltd.
People
• Resource Managers
– Negotiate and manage resource commitments to CA Clarity PPM plans
(hard-book)
– Manage CA Clarity PPM resource capacity and availability
– Address resource staffing variances
• Team Members
– Responsible for working on assigned tasks
– Track time
Information
Organization
Process
People
Technology
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Technology
• Ensure someone that understands Clarity is involved from the
start of the transformation project
• Integrate systems wherever possible to reduce human error
• Ensure the tooling supports the information, process and
people
Information
Organization
Process
People
Technology
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Common Points of Failure
• Not addressing the organisational changes to be made or not
implementing the required changes.
• End user communication, training and support not sufficient.
• Value proposition not marketed to the organisation.
• ‘Anonymous’ resource management processes with the
technology.
• Lack of policies and process standards
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Addressing the Points of Failure
• Bottom Line: Follow the star process and take a holistic view of the
solution then act on the solution implementation requirements.
• Assess organisation impact; make the changes to structure, policies, and roles.
• Paced implementation of capabilities to what the organisation can accept.
• Communicate the value of resource management early and often; do not just wait
until the training; do not stop after go-live.
• The technology is not a substitute for communication; it is an enabler to support the
communication among the roles involved with resource management.
• Have the policies and process standards defined and measure the compliance.
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For more information
Feel free to contact us for more information:
peter.hughes@pemari.com
Jerod.buckel@ca.com
32. Copyright 2011 Pemari Consulting Ltd.
Concepts: Key Metrics
• Availability
• Allocation
• Assignment
0
2
4
6
8
10
12
05/11/2007 10/11/2007 15/11/2007 20/11/2007 25/11/2007 30/11/2007
WorkUnits(Hours)
Time (Days)
Resource Management Data
Availability
Project X Allocation
(50%) (11/12 to 11/30)
Project X Assignment
33. Copyright 2011 Pemari Consulting Ltd.
Concepts: Roles
• A Role in Clarity is…a resource record that is created as a
‘generic resource’ to represent an entity to be used to
complete project work
• Roles can be defined for material, equipment, expense, and
labor resource types
Take a holistic view of the solution to make sure that the solution aligns the Organization, Processes, People, and Technology to provide the Information required to support informed decision-making and effective action around resource management.
A system like Clarity and a process area like Resource Management is ultimately about being able to produce information to support actions and decision-making. The INFORMATION is derived as PEOPLE execute PROCESSES supported by TECHNOLOGY in the context of the ORGANISATION.
Understand what information is really needed and support that level of information
Metrics – provide the answers to the questions asked by the organisation; summarised capacity, over-allocation, under-allocation, remaining availability, utilisation
Derived information from the processes: availability rate, allocations, assignments, actuals
Master Data: Roles, Employment Type, Skills, Resource identifiers, start and end dates
Define and understand what you are trying to achieve at an organizational level
Manage the expectation:
Doing resource management if it is not being done now is more effort; the additional effort can be returned by greater visibility of data across roles/levels in the organization/aggregation of data; additional effort to manage allocations assignments balanced by reduced efforts in communication exchange/data calls for aggregation reporting/more real-time data;
Phased approach to provide incremental capabilities and value – related to the organizational capacity to change
Evaluate current organization and determine the effort to introduce the changes to the organization
Are the roles and responsibilities in place
Are there policies
Resource Management Process Recommended Practices
Master Data
System of record definitions; HR data versus Clarity data
Role level of granularity recommendations – never a perfect answer, understand limitations
Staffing – which processes or staffing models to use depends on organisation and the roles/responsibilities; using informal staffing versus resource requisitions – what factors to consider
Reporting – actionable types of reporting; ideally with prescriptive actions based on the data presented – balance
Visibility across roles, and using the same data providers, metrics i.e. resource manager view of a metric same as PM same as senior managers, etc.; security controls the amount of content
This is about preparing the people for performing the roles within the resource management processes so they know the actions necessary based on the process conditions, policies and exceptions.
Roles and responsibilities are defined based on the processes and organisation policies and structure.
Project Managers know there role in defining resource requirements.
Resource management is professionalised at least to some degree and is not a part-time role.
Some compromise may be required to reduce high-level of configuration and customisation.
Where do we start?
MDM also defines some roles and responsibilities
MDM also defines some roles and responsibilities
MDM also defines some roles and responsibilities
MDM also defines some roles and responsibilities
MDM also defines some roles and responsibilities
Promote Resource Management as a discipline similar to Project Management.
Centralise to increase quality and promote a consistent way of working
Not assessing the changes to be made to the organization to support resource management or not implementing the required changes
End user training and support not sufficient to communicate and implement the changes to the end users
Implementation adoption not measured or policies and processes not measured or reported
Value proposition communication and marketing – why are we doing this?
Lack of policies and process standards
‘Anonymous’ resource management processes – relying too much on the tool
Not assessing the changes to be made to the organization to support resource management or not implementing the required changes
End user training and support not sufficient to communicate and implement the changes to the end users
Implementation adoption not measured or policies and processes not measured or reported
Value proposition communication and marketing – why are we doing this?
Lack of policies and process standards
‘Anonymous’ resource management processes – relying too much on the tool
Define Availability/Calendars, Soft Allocation, Hard Allocation, Assignment/ETC/Remaining Work
Support the overlay to the availability and project allocation curves
Define Availability/Calendars, Soft Allocation, Hard Allocation, Assignment/ETC/Remaining Work
Support the overlay to the availability and project allocation curves
Define Availability/Calendars, Soft Allocation, Hard Allocation, Assignment/ETC/Remaining Work
Support the overlay to the availability and project allocation curves
