Key insights from Jerry's book, The Resource Management and Capacity Planning Handbook, and well as from a comprehensive Resource Management and Capacity Planning Benchmark study, sponsored by Planview and conducted by Appleseed Partners.
A white paper on the unique Service Oriented Architecture benefits of ARMnet Financial Software in the financial product management space. Using a client centric CIF file ARMnet is capable of managing any financial product for loan or mortgage origination and servicing, lease or fleet management, wealth or deposit management institutions.
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017
Research has shown that top performing organizations that practice project portfolio management (PPM) and IT Governance have a 40% greater return on IT investments than their competitors. During this presentation the speaker will cover tips and techniques such as:
•Portfolio Optimization practices that work
•How to categorize your PPM inventory
•Understanding the difference between project reviews and portfolio management reviews
•How should risk management impact your PPM environment
•What Top 3 soft skills must PPM managers develop
•RACI for PPM Governance
To learn more: http://developingaculturethatworks.com/
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
A white paper on the unique Service Oriented Architecture benefits of ARMnet Financial Software in the financial product management space. Using a client centric CIF file ARMnet is capable of managing any financial product for loan or mortgage origination and servicing, lease or fleet management, wealth or deposit management institutions.
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017
Research has shown that top performing organizations that practice project portfolio management (PPM) and IT Governance have a 40% greater return on IT investments than their competitors. During this presentation the speaker will cover tips and techniques such as:
•Portfolio Optimization practices that work
•How to categorize your PPM inventory
•Understanding the difference between project reviews and portfolio management reviews
•How should risk management impact your PPM environment
•What Top 3 soft skills must PPM managers develop
•RACI for PPM Governance
To learn more: http://developingaculturethatworks.com/
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
Strategic Workforce Planning: The Top Questions on Your MindScottMadden, Inc.
Recently, Stuart Pearman, partner and energy practice lead at ScottMadden, and Courtney Jackson, partner and human capital management practice lead at ScottMadden, reviewed strategic workforce planning at the EEI Strategic Issues Roundtable event. This presentation addressed the top questions on everyone's mind: Why? Who? What? Where? How? For more information, please visit www.scottmadden.com.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
The number of cyber attacks against organizations continues to grow in complexity, frequency, and severity. SSOs handle confidential and restricted personal data, making them a target for cyber crimes. Since the SSO is accountable for protecting sensitive corporate and employee information, care must be taken to understand and protect the flow of this sensitive data.
How do you properly manage cyber threats? A robust cybersecurity program is imperative to protect your organization, employees, and customers.
In this report, find out about the building blocks needed for an effective SSO cybersecurity program.
To learn more, please visit www.scottmadden.com.
Bill Huber from ISG, a research, consulting and advisory firm at the marcus evans CFO Summit XXIV Spring 2012 and Energy CFO Summit 2012, shares his views on why finance executives must accomplish a holistic view of data.
Interview with: Bill Huber, Partner, ISG
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Project Portfolio Management is one of the key activities that an organization can perform to consistently deliver business value to its stakeholders. According to Gartner, IT spending is on pace to grow by $3.8 Trillion globally in 2015 which is a 2.4 % increase from 2014. Despite this slow growth outlook, IT organizations can utilize the core competencies of Project Portfolio Management to drive greater value creation through the process of categorization, optimization and recalibration of their IT investment assets. This presentation will discuss the challenges of creating business value through the vehicle of project portfolio management by providing insight into:
A better understanding of value creation through project execution.
Aligning project selection and resource optimization with businessneeds
Mapping project investment to organizational priorities
To learn more: http://developingaculturethatworks.com/
Strategic Workforce Planning: The Top Questions on Your MindScottMadden, Inc.
Recently, Stuart Pearman, partner and energy practice lead at ScottMadden, and Courtney Jackson, partner and human capital management practice lead at ScottMadden, reviewed strategic workforce planning at the EEI Strategic Issues Roundtable event. This presentation addressed the top questions on everyone's mind: Why? Who? What? Where? How? For more information, please visit www.scottmadden.com.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
The number of cyber attacks against organizations continues to grow in complexity, frequency, and severity. SSOs handle confidential and restricted personal data, making them a target for cyber crimes. Since the SSO is accountable for protecting sensitive corporate and employee information, care must be taken to understand and protect the flow of this sensitive data.
How do you properly manage cyber threats? A robust cybersecurity program is imperative to protect your organization, employees, and customers.
In this report, find out about the building blocks needed for an effective SSO cybersecurity program.
To learn more, please visit www.scottmadden.com.
Bill Huber from ISG, a research, consulting and advisory firm at the marcus evans CFO Summit XXIV Spring 2012 and Energy CFO Summit 2012, shares his views on why finance executives must accomplish a holistic view of data.
Interview with: Bill Huber, Partner, ISG
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Project Portfolio Management is one of the key activities that an organization can perform to consistently deliver business value to its stakeholders. According to Gartner, IT spending is on pace to grow by $3.8 Trillion globally in 2015 which is a 2.4 % increase from 2014. Despite this slow growth outlook, IT organizations can utilize the core competencies of Project Portfolio Management to drive greater value creation through the process of categorization, optimization and recalibration of their IT investment assets. This presentation will discuss the challenges of creating business value through the vehicle of project portfolio management by providing insight into:
A better understanding of value creation through project execution.
Aligning project selection and resource optimization with businessneeds
Mapping project investment to organizational priorities
To learn more: http://developingaculturethatworks.com/
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Human Capital Media
Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.
TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.
In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:
Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.
Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
Productivity gains are key to the bottom line profits of your department and organization because they allow you to accomplish more with less. The purpose of this webinar is to discuss the 3 vital elements that can help you and your organization increase its productivity gains by:
• Cascading Activity Alignment
• Optimizing Resource Utilization
• Increasing throughput and value creation
To learn more: http://developingaculturethatworks.com/
Capacity Management Maturity: A Survey of IT ProfessionalsPrecisely
Implementing or maturing a Capacity Management process takes executive buy-in, proper planning and the tools to make it possible – plus it helps when you get to enjoy a significant return on investment from the process! Based off the results of our Capacity Management Maturity Assessment survey, we learned that organizations willing to make minor changes in their capacity management processes can reap major benefits.
View this webinar to learn the full results of the survey along with key indicators of capacity management maturity such as:
• How your organization captures key component level capacity metrics
• Where capacity reports are available and how they are generated
• If your organization stores performance and capacity data centrally in a CMIS
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
An Intro to Talent Development and Talent AnalyticsCoachSource LLC
The Center for Talent Reporting has produced a number of excellent webinars on trends in talent analytics. These slides provide an excellent introduction for those who are talent managers, or interested in the cost of human capital. For more details look at http://www.centerfortalentreporting.org/ or join us at https://www.linkedin.com/groups?home=&gid=6792888&trk=anet_ug_hm
The Nonprofits' Guide to Content StrategyMediacurrent
Behind every successful .org website is a strong content strategy. In this webinar, we’ll share an action plan to help your nonprofit organization build a new content strategy or shape up an existing one.
You’ll Learn
- Tips for choosing content KPIs
- How to stay on track and focus your time with a content strategy planning checklist
- Improvement areas you may be overlooking
In 1997, McKinsey and Company released the War for Talent and awakened a new wave of interest in organizations to attract, develop, retain, and maximize the performance of their talent. Two decades later, the war drums are still beating and the battle continues to rage. With effectiveness in HR and Talent Management mostly unchanged over the past decade, organizations are looking for ways to innovate and disrupt Talent Management practices.
During this session, Zac Upchurch will share research conducted by the Talent Strategy Group. It outlines the surprisingly long journey of Talent Management, the state of Talent Management today, and how Talent Management can innovate to add value to the organization unlike ever before.
[Project] FRAMEWORK FOR SUPPORTING “BUSINESS PROCESS REENGINEERING “-BASED BU...Biswadeep Ghosh Hazra
A short presentation on Business Process Re-engineering Based Models. It consists of Strategic, Project Management, Information Technology, Top Management and Cultural Factors. There are various models/frameworks and indicators like- Porters 5 Forces Model, 4 CSFs for BPR Implementation, From-to analysis, Financial Indicators.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Planning, Selling, and Engaging: Gaining Buy-In from Ideation to DeliveryJerry Manas
Jerry Manas shares best practices in software and process adoption and change leadership, gaining buy-in from ideation to delivery. Based on a chapter in his book, The Resource Management and Capacity Planning Handbook.
Jerry Manas presents the 7 common dilemmas most leaders face, and shares how you can benefit from broader perspectives, better questions, and clearer communication. Based on his book, Managing the Gray Areas.
Jerry Manas discusses project management lessons from Napoleon's rise and fall with PMOTraining.com CEO Dawn Mahan, based on his book, Napoleon on Project Management.
Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.
Consultant and author Jerry Manas shares his slide deck on Service-Oriented Project Management (SOPM), his framework for managing projects with a client-focused mindset. Visit Jerry's website at www.marengogroup.com.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
5 Essential Insights for Maximizing Resource Capacity
1. | 1 | Five Essential Insights for Maximizing Resource Capacity
Five Essential Insights
for Maximizing
Resource Capacity
Jerry Manas
Author, The Resource Management
and Capacity Planning Handbook
2. | 2 | Five Essential Insights for Maximizing Resource Capacity
Presenter
Jerry Manas
Author of the new book, The Resource Management and
Capacity Planning Handbook, and the bestsellers Napoleon
on Project Management and Managing the Gray Areas.
Work highlighted in the Houston Chronicle, National Post,
Globe and Mail, Huffington Post, Chicago Sun Times, and
others.
Founder/President, The Marengo Group
Twitter: @jerrymanas
3. | 3 | Five Essential Insights for Maximizing Resource Capacity
The Resource Dilemma
Demand
4. | 4 | Five Essential Insights for Maximizing Resource Capacity
You’re gonna
need a bigger
boat.
5. | 5 | Five Essential Insights for Maximizing Resource Capacity
6. | 6 | Five Essential Insights for Maximizing Resource Capacity
How Do You Maximize Your Resources to Achieve
Your Organizational Goals?
7. | 7 | Five Essential Insights for Maximizing Resource Capacity
“Vision without Execution
is Hallucination.”
~ Thomas Edison
8. | 8 | Five Essential Insights for Maximizing Resource Capacity
Introducing: A New Book and A New Comprehensive Study
Study sponsored by Planview and conducted by Appleseed Partners
9. | 9 | Five Essential Insights for Maximizing Resource Capacity
Benchmark Data & Maturity Paths
Case studies
Tools for overcoming common barriers and
making decisions involving:
Time capture
Resource assignments
Competing priorities
Recommendations on ownership of the RM &
CP functions
Considerations for addressing the human side of
resource management
A powerful framework for success
10. | 10 | Five Essential Insights for Maximizing Resource Capacity
2014 Resource Management and Capacity Planning Study
Research Background
2014 State of Resource Management and
Capacity Planning
480 Global Participants from Professional
Services, Product Development, IT, Enterprise
PMOs etc.
Ranked RM and CP on a maturity model from low
to high maturity
Top pain points, risks and several factors
More info and reports at: rmcp.planview.com
11. | 11 | Five Essential Insights for Maximizing Resource Capacity
First, Some Definitions
12. | 12 | Five Essential Insights for Maximizing Resource Capacity
Assignment
Tactical
Execution/Operations
The ongoing assignment and
maintenance of organizational
resources as part of project
operations and execution
Resource Management
Strategic
Planning
Assessment
The assessment of available
capacity during the demand
prioritization and selection
processes
Capacity Planning
13. | 13 | Five Essential Insights for Maximizing Resource Capacity
New Investment
Classify, Scope and Size the
Investment
Submit Investment for
Investment Approval
Receive Investment into
Portfolio
Rank and Prioritize
Investment in Portfolio
Accept/Reject/Hold
Deliver the Investment
Wait
Investment
Planning & Governance
Intake
Execution Capacity
Planning
(Project) Execution
Lifecycle
Resource
Assignments
Resource Management & Capacity Planning in Context
14. | 14 | Five Essential Insights for Maximizing Resource Capacity
The Relevant Questions
• Capacity Planning asks: Do we have the
capacity to achieve our organizational
goals, and if not, are we rationally adding
capacity?
• Resource Management asks: How can
we ensure the right people are assigned to
the right projects at the right time?
?
15. | 15 | Five Essential Insights for Maximizing Resource Capacity
Distinct, but Interrelated and Interdependent
Resource
Management &
Capacity Planning
are the nucleus for
balancing demand
and capacity.
DEMAND
CAPACITY
16. | 16 | Five Essential Insights for Maximizing Resource Capacity
Driving Maturity: From Chaos to Control
Chapter 2: From
Chaos to Control
Resource
Executors
Aspiring
Planners
Capacity
Masters
17. | 17 | Five Essential Insights for Maximizing Resource Capacity
Top Resource Management Pain Points by Maturity
What are YOUR
pain points?
18. | 18 | Five Essential Insights for Maximizing Resource Capacity
Top Capacity Planning Pain Points by Maturity
What are YOUR
pain points?
19. | 19 | Five Essential Insights for Maximizing Resource Capacity
Business Risks of NOT Addressing Resource
Management and Capacity Planning
20. | 20 | Five Essential Insights for Maximizing Resource Capacity
What Maturity Looks Like
“We’ve made a 100% improvement… We now have a holistic view of all of our IT resources and
visibility into our pipeline, allocations and overallocations.
This is the first time our COO actually cut projects due to early visibility on capacity issues. Two
years ago we knew we had too much work, our spreadsheets were always out of date, and our
data existed in silos.
The quality of data has made the difference. Quantitative numbers are hard to argue, and
we’re using the data to make decisions.”
– Manager of IT Project Delivery and Quality Assurance, National Health Insurance Provider
21. | 21 | Five Essential Insights for Maximizing Resource Capacity
Top 5 Practices of the Top Performers
1.
Holistic view into
BOTH pipeline
demand and
resource capacity
2.
Put resource
management
function in
place
3.
Stop relying on
spreadsheets
and use the
right software
4.
Conduct
continuous,
iterative capacity
planning
5.
Granular and
multi-
dimensional for
planning and
assignments
22. | 22 | Five Essential Insights for Maximizing Resource Capacity
1. Have a Holistic View into both Pipeline Demand and
Resource Capacity
23. | 23 | Five Essential Insights for Maximizing Resource Capacity
A Holistic View Provides Visibility
PIPELINE DEMAND
• Priorities
• Costs
• Rank
• Etc.
RESOURCE CAPACITY
• Roles
• Resource
Type/Skills
• Outsource/FTE
To make demand decisions with capacity in mind
Chapter 8: The
Capacity Quadrant
Into BOTH pipeline demand and resource capacity
24. | 24 | Five Essential Insights for Maximizing Resource Capacity
Broadening Your View
Demand Capacity
25. | 25 | Five Essential Insights for Maximizing Resource Capacity
Demand Capacity
Broadening Your View
26. | 26 | Five Essential Insights for Maximizing Resource Capacity
Demand Capacity
Broadening Your View
27. | 27 | Five Essential Insights for Maximizing Resource Capacity
Do you feel lucky?
28. | 28 | Five Essential Insights for Maximizing Resource Capacity
2. Put Resource Management Functions in Place
• 30% more likely to put a key role in place for resource
management and to have that role be a champion for the
processes and tools used for the function.
“Exec leadership direction is key. We’ve been at PMO creation and administration for
years and we have had starts and stops for years, but until we got executive support
from the top down, we didn’t see any movement and activity. Now we are able to move
the business units that once operated as separate ‘kingdoms’ all in the same direction,
and they are excited about it.”
- Project Manager, PMO, Global Manufacturer
29. | 29 | Five Essential Insights for Maximizing Resource Capacity
Ownership of the Resource Management and
Capacity Planning Process
Define Process &
Maturity Path
Facilitate Data
Building
Gain
Management
Buy-In
Recommend
Sourcing
Strategies
Report on
Capacity &
Demand
Monitor
Adoption
Chapter 5: Who’s
in Charge Here?
Ownership of the
Process
30. | 30 | Five Essential Insights for Maximizing Resource Capacity
3. Stop Relying on Spreadsheets and Use the Right
Software
31. | 31 | Five Essential Insights for Maximizing Resource Capacity
Common Barriers a PPM Tool Can Help
Address
Time Tracking (Actuals)
Resource Assignments (Forecast)
Competing Silos (Integrated Data for
Tradeoff Decisions Regarding Shared
Resources)
32. | 32 | Five Essential Insights for Maximizing Resource Capacity
Enabling Time Tracking & Resource Assignments
Phase level RESERVES?
Role-based REQUIREMENTS?
Task level ALLOCATIONS?
Decisions to Make:
Chapter 2: From
Chaos to Control
What are we trying to accomplish in terms of REPORTING?
What DECISIONS do we hope to enable?
Do we need ACTUALS or is Forecast enough?
FIRST… Ask:
33. | 33 | Five Essential Insights for Maximizing Resource Capacity
The Power of Integrated Software
Prioritized
Demand
True Capacity &
Planned
Demand
Scenarios
34. | 34 | Five Essential Insights for Maximizing Resource Capacity
4. Conduct Continuous, Iterative Capacity Planning
35. | 35 | Five Essential Insights for Maximizing Resource Capacity
New Investment
Classify, Scope and Size the
Investment
Submit Investment for
Investment Approval
Receive Investment into
Portfolio
Rank and Prioritize
Investment in Portfolio
Accept/Reject/Hold
Deliver the Investment
Wait
Investment
Planning & Governance
Intake
Execution Capacity
Planning
(Project) Execution
Lifecycle
Resource
Assignments
Resource Management & Capacity Planning in Context
36. | 36 | Five Essential Insights for Maximizing Resource Capacity
Top Down Capacity Planning
Chapter 8: The
Capacity Quadrant
37. | 37 | Five Essential Insights for Maximizing Resource Capacity
Bottom-Up Capacity Planning
38. | 38 | Five Essential Insights for Maximizing Resource Capacity
Layers of Governance
Level 1: Executive Council
Level 2: Governance Council
Level 3: Steering Teams & Program Boards
Level 4: Advisory Councils & SIGs
Are we leveraging our valuable resources toward the most important work?
39. | 39 | Five Essential Insights for Maximizing Resource Capacity
5. Get Granular and Multi-Dimensional in Planning
Role
Skill
Proficiency level
In-house vs. contractor
Cost center
Etc.
40. | 40 | Five Essential Insights for Maximizing Resource Capacity
Case Study*: Granular visibility into capacity enables creative staffing
from within to take on an important new project
At a planning meeting, all PMs were booked, so an
important new project couldn’t be initiated.
The availability information was backed up by reliable data
from allocations.
Data showed that several Business Analysts with the right
skills were available for several months out.
After interviewing them, one was selected for a project
management career path and was given this project.
“You couldn’t do that
on the fly without a
good system and
good data.”
- Larry Stanton, PMO
Manager
Top Business Risks:
• Inability to staff important projects
• Lost opportunities
• Project delays
Top Pain Points:
• Poor visibility into resource
availability
• Low granularity of information
41. | 41 | Five Essential Insights for Maximizing Resource Capacity
Key Takeaways – 5 Insights
1. Holistic view into BOTH pipeline demand and
resource capacity
2. Resource management function to drive the
process
3. Avoid spreadsheets. You need integrated data.
4. Iterative and continuous capacity planning – at
least monthly
5. Granular and multi-dimensional in capacity
planning
42. | 42 | Five Essential Insights for Maximizing Resource Capacity
“Intelligence is the ability
to adapt to change.”
~ Stephen Hawking
43. | 43 | Five Essential Insights for Maximizing Resource Capacity
For More Information
rmcp.planview.com
jmanas@jerrymanas.com
Twitter: @jerrymanas
Editor's Notes
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