Rego University: Resource Management, CA PPM (CA Clarity PPM)

www.regoconsulting.com Phone: 1-888-813-0444
Successful Implementation of Resource Management
Resource
Management,
CA PPM (CA
Clarity PPM)

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Topics:
● General Overview of Resource Management
● Organizational Challenges
● CA PPM Challenges
● Rego Configurations
● Experiences and Roundtable
○ Danette Purkis from Chubb Group Insurance
○ Johnathan Lang from Oshkosh Corporation
○ Erika Fermaints from HSBC Bank

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Rego University Environment
http://54.193.49.53:8081/niku/nu#action:homeActionId
RM/CA PPM123
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Overview

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Definitions
Allocation: The hours, or % of time, a resource is designated to perform
work on a specific project.
Availability: The number of hours a resource is available to work on any
given day. By default, resources in CA PPM are available 8 hours per
day.
Assignments: The amount of work designated for a resource on a
specific task.
ETC: Estimate to Complete. The number of hours it will take the
resource to complete their work on the task. As actual time is tracked
against the assignment, the ETC will decrement. (Future)
Actuals: Actual work (in hours) the resource has booked on a specific
task via timesheets.

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Roles & Responsibilities
Resource Manager/Booking Manager
(RM/BM)
• Complete Timesheet Approvals
• Maintain Resource Roles
• Maintain Resource Hard Allocations
• Monitor Resource Availability
(Vacation Calendar)
• Monitor Resource Utilization
• Monitor Project Performance data
• Work with Project Manager to review
and update/resolve resource
allocations as needed
• Communicate resource risks and issues
to PMs & IT Leadership
Project Manager (PM)
• Ensure Resource Allocations are sufficient
to meet Project Demand
• Communicate resource issues to the
Resource Manager & IT Leadership
Team Member (TM)
• Enter timesheets in a timely manner
• Note that these Roles & Responsibilities
are specific to Resource Management.
Individuals may have other responsibilities
related to Project Management, or
management of other CA PPM
Investments.

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Flow of Demand
Project
Manager
requests role in
CA PPM on
Project Team
RM/BM Uses
Resource
Finder to
determine
resource based
on availability
and skill match
RM/BM Hard
Allocates
(Commits)
Resource in CA
PPM using the
Booking Status
Portlet
RM/BM
Monitors
overall
utilization of
resources,
looking for
constraints in
capacity
Resource
Manager or
Booking
Manager
receives role in
Unfilled
Requirements

Organizational Challenges

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● Process Alignment
● Role Consolidation
● Resource Management Impacts
● User Adoption

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Process Alignment
Review how Resource Management will impact primary functions
within the organization. Ensure that cross process dependencies are
accounted for and that end users understand the larger integration of
Resource Management.
● Annual Planning
○ Forecasted utilization at role level
○ Internal / external resource forecast
● Project Lifecycle
○ Points at which resource commitments are made
○ Scheduling approach (e.g. Waterfall, Agile)
● Prioritization of Work
○ Establish base work that must occur (e.g. KTLO, Compliance)
○ Investment level prioritization that is standardized

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Role Consolidation
In many organizations, Roles have evolved into descriptive
categorizations for resources. This becomes problematic when
measuring capacity within CA PPM. In addition, it can be confusing to
Project Managers requesting a named resource be assigned to their
project.
● Can be a time consuming process to attain a role list that has
organizational approval
● Utilization of OBS and/or custom attributes may be necessary to
further clarify demand
Business Analyst - India
Business Analyst
Sr. Business Analyst
Business Analyst – Billing Sys.
Business Analyst – IT Information
Systems

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Resource Management Impacts
Similar to process, it is important to account for type of work that is
performed by areas of the organization. There will be a differences in
the number of allocations that need to be managed.
• When reviewing the approach for the teams, also consider the
amount of projects that will display on timesheets
Team Impact
PMO Each resource typically engaged on 1-4 projects at a time
Application
Support
Resources handle multiple applications and the varying projects to
support the application (KTLO vs. enhancement requests).
DBA Usually spread across multiple projects with smaller commitments.
DBAs are also typically on support projects.
Developer May have pooled resources and a development lead engaged on
each project.

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User Adoption
Always consider the impact to the end users and how they will
respond to the decisions that are made. Most resources are
already stretched thin, Resource Management should be
viewed as a solution for them. Not a burden.
• Establish expectations
– Weekly / Bi-Weekly meeting to review organizational capacity
– Set targets for demand fulfillment and allocations
• Use metrics within CA PPM to measure adoption
– Forecasted and Actual Utilization
– Population of base data
• Provide on-going training and mentoring
– Ask the expert sessions
– Team based SME

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Compliance Measurement

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Utilization of Adoption Metrics

CA PPM Challenges

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● Demand Classification
● Resource and Team Data
● Resource Finder Search
● Multiple Calendar

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Demand Classification
By default, CA PPM provides Role as the main defining characteristic for named
resources and unfilled demand. The role is then used in conjunction with Skills and
OBS to provide the next level of detail.
Issue Approach
CA PPM Skills are difficult to use:
• No functional updates to skills in
multiple releases
• Does not allow for role based filtering
• Capacity not aligned to skills
Utilizing the OBS to route demand:
• Resource OBS typically represents
organization, not functional teams
• Frequently an additional OBS is
needed to support the Staff OBS
function
We encourage the use of skills, despite the
shortcomings. Rego also introduces the use of a
Primary Skill approach. This is discussed in a
moment.
Utilization of multiple OBS is not necessarily a
bad approach. However, we need to be aware
of ongoing maintenance.

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Resource and Team Data
Attributes entered on the resource record are not available in views that display
allocations. This presents a challenge as capacity and resource utilization does not match
data that resides at the resource level.
Issue Approach
• Primary Role is the only attribute carried
forward from the resource record to the
Team
• Changes to the Primary Role need to be
manually updated at the project level
• Custom attributes added to better define
resources must also be added to the team
in order for allocation to be associated
Create and execute “balancing jobs” that tie
the Resource Record information to the Project
Team.
Ensure that the balancing job accounts for the
Assignment Roles also. Financial processing
(timesheets) use the Assignment Role to
associate the hours to a rate.
The “balancing jobs” also allow for the custom
values to be brought into the RM processes
and measurements.

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Primary Skill Overview
● Primary Skill is used to designate the area of specialization for the
resource:
○ “What is the resource known for at within the organization?”
● When the Primary Skill is populated on the Resource Record:
○ Used for Capacity Planning in conjunction with Role
○ Added to the resource skill page
○ Used for matching against unfilled demand
○ Transferred to all of the resources active Project Allocations
The use of Primary Skill allows for a decrease in the number of Roles in
the organization, while allowing for greater detail regarding the
available knowledge base.

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Resource Record Balancing Job
● Resource Record Update
● Team Update
● Balancing Processes
○ Resource Record Skill update
○ Resource Record to Team and Assignment
○ Team Record update for Finder Search
● Ensure a common setup of resource flow between Resource
Planning and Team

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Resource Finder Search
When executing a resource finder search, default population of the search is
preset and cannot be altered. This presents an issue for organizations that want
to customize their search parameters.
Issue Approach
Finder Functions:
• Project Allocation, Project Role, Skills,
Staff OBS are defaulted
• Manual addition of fields can be
added from the team object
attributes, but, must also reside on
the resource record
• Users do not like that their custom
values need to be populated manually
In order for additional values to be added to
the finder search, Rego typically will add the
designated Primary Skill on the unfilled role to
the skills skill listing.
When the resource finder is launched, the skill
is pulled into the search. Resource Finder then
searches for the overall skills on the resource
record.

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Multiple Calendars
Many organizations, especially global, use multiple calendars. The association of the
various calendars to roles and resources creates issues with data consistency. This
issue are more persistent in international deployments of CA PPM.
Issue Approach
Roles are associated to a single calendar:
• Best practice is to use a single set of
roles
• Issues occurs when role is planned
against one calendar and a named
resource is staffed to the project
from another calendar, often leaving
demand on the role
Standard calendar used for all measurement
unit conversions:
• Impacts FTE / Day conversion when
there are multiple calendars
determining availability
Rather than increase the number of Roles to
match the hours, triggers (where applicable)
have been used reference Calendar roles and
replace the project role. In summary, it is a
simple swap that aligns to the planning
function for the project.
Requires customized reporting. This is a core
feature that can only be addressed by CA.

Approach Recommendations

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General Approach
Availability 1 Allocations 2 Utilization 3
What projects resources are
allocated to?
What % of time they are
supporting the projects?
How many resources?
What do they know?
When can they work?
What is the actual amount of time
spent?
Forecasted amount of work effort
remaining at a project level?
Key Outputs to be Expected
• Establish Projects
• Complete Resource records
• Primary Role
• Calendar
• Primary Focus (Skill) as Required
• Primary Specialty as Required
• Allocate resources to projects
• Confirm allocations
• Approve allocations
• Allocate roles to projects to
highlight unfilled demand
• Replace roles with specific
resources
• Track actual hours
• Develop detailed task level WBS
• Create task dependencies
• Create resource task assignments
• Define estimate to complete (ETCs)
for each task assignment
• Schedule WBS to evaluate and
optimize
dependencies/assignments
• Re-schedule to ensure accurate
forecasting of uncompleted work

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Recommendations
● Start with Process Alignment
○ Demo the standard RM functionality to provide context
○ Understand how CA PPM RM will support existing processes and what adjustments will need to
be made
○ If a project prioritization process is not in place, try to achieve some level of formality so that
resource requests can be triaged
● Review current role usage
○ Ensure roles are aligned to project work, not titles
○ Eliminate confusing naming conventions on roles
○ Work with the organization to establish a concise list of roles
● Implement a Resource Record to Team Record Update
○ Primary Role to Project Role
○ Custom Attributes updates
● Leverage CA PPM Skill functions thru custom attributes
○ Create Primary Skill and/or Primary Application fields
○ Utilize population of the resource record to drive initial skill
○ Use Primary Skill and Application for demand routing and capacity management

Client Deployments

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Topics
● Chubb
● Oshkosh
● HSBC

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HSBC background
● CA PPM/Niku customer since 2005
● Rego Consultant services provided since
2010
● One partition; 3 Main Department Functions
○ Dept 1 – 3,000 + billable resources; fully deployed
○ Dept 2 – 20,000 + billable Resources; Phase I and II
only
○ Dept 3 –300 resources (note: Department will
onboard in 2014-2015)
● 37,200 active resources
○ 31,000+ OTE
○ 27,500+ Billable
● 39,500 + active projects
○ 27,000+ Billable
INTERNAL

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Overview Resource/Project Details
● Gaining value from CA PPM depends on effective use of the tool and increasing
end-user adoption. Project and Resource management metrics are required to
baseline and track adoption as part of monitoring and improving the value of the
data on CA PPM
● CA PPM Maturity Model (CMM) was implemented in 2008 in response to an audit
requirement to track CA PPM usage and data
● CA PPM SWAT are looking to materially improved the existing CMM model to
eliminate “box ticking” and implement metrics that will drive sound resource and
project management behavior

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Thank you.
Contact US
888.813.0444
Email Contact
info@regoconsulting.com
Web Site
www.regoconsulting.com
Questions

Rego University: Resource Management, CA PPM (CA Clarity PPM)

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