It's Resource Management, But Not As We Know It

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It’s Resource Management
But not as we know it!
Andy Jordan | April 18th, 2018

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Specializing in Project/Portfolio
and Resource Management
PPM / PSA
Founded by George & Lauri
Klaus (Epicor CEO & SVP)
FOUNDED 2011
Acquired Atlantic Global
now (KeyedIn Projects)
ACQUIRED SAAS SOLUTIONS - 2012
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We provide work
balance so you can
have life balance
KeyedIn provides real-time
visibility
into utilization, capacity, cost
and revenue metrics to empower
impactful and informed business
decisions. All available to
customers on a robust SaaS
platform.

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ANDY JORDAN
TODAY’S PRESENTER
President @ Roffensian Consulting
• Named to top list of most inspiring and influential people in project management
• Author of Risk Management for Project-Driven Organizations

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Today’s Agenda
QUESTIONSA GLIMPSE INTO THE FUTUREMAKING IT HAPPEN
5 AREAS OF CHANGEIMPACTS ON RESOURCE
MANAGEMENT
THE WORLD IS CHANGING

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• Projects are no longer focused on outputs
• The triple constraint is not an appropriate
measure of success
• Instead the focus is on outcomes
• How the business benefits as a result of
projects
• That required business benefit isn’t stable
• It adjusts and evolves based on a changing
operating environment
• Changes are constant and driven from multiple
sources
• Competitors, customers and technology are
key change drivers
THE WORLD IS
CHANGING

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Amount of change
Team autonomy
Business focus
Resource turnover
Number of projects
Bottom up
communication
Adaptive planning
Size of change
Command and control
Project focus
Team stability
Size of projects
Top down
communication
Rigid planning
Increasing
Decreasing
That Drives Change in Projects
And how we manage them

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A new way of doing business
Not just a new way of doing projects
• No longer about project delivery, it’s about goal delivery
• Resources become enablers of success, not just executors of work
• Resource management is integrated, cohesive, collaborative
discipline across all business areas
Resource management becomes a strategic discipline
Resources become vital part in the value delivery chain
for the organization
The Impacts on Resource
Management

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The Impacts on Resource ManagementResources need to evolve from an enterprise-wide perspective
Philosophy and approach to team structure and work
Skills and accountabilities of team members
Development, recruitment, procurement
Leadership expectations and roles
The operating environment teams work in

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Best fit resources based on
individual work items
Ability to adjust and adapt
with minimal disruption
Elimination of single points
of expertise and focus on
flexibility and choice
Teams will not remain
stable throughout projects
Resources will be assigned
to work items, not projects
Silos will not survive as
resources will be needed
in all areas
Management to needs not
wants
Focus on need for benefit
delivery, not capability
with current resources
Managed disruption not
forced stability
Day 5
Philosophy and Approach
Work will change so
resource changes will be
needed
Resources will change so
work may need to adapt
Goals and approach are
not locked, optimal
performance drives
everything
Planning
Expectations
Management
Flexibility

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• Analysis and creative thinking for problem solving
• Decision making around all project issues
• Confidence and self belief in ability to ‘own’ the
project
Skills
• All project related decision making (approach,
constraints, etc.)
• Hand off of deliverables capable of achieving
business goals
Accountabilities
Project
management
must empower
teams and
individuals to
develop these
capabilities
Organizational
leadership must
authorize them
to apply them
Skills and Accountability

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• Focus on attitude, aptitude,
and flexibility
• Increasing importance of
autonomy and self-
organization (beyond just
Agile)
• Longer lead times to
reduce need to
compromise
Recruitment
• Buy vs. rent vs. outsource
decisions
• Balue of partnerships over
commoditized purchasing
• Benefit and goal based
contract structures
• Minimal investment in
administration
Procurement
• Focused skills
development in key areas
• Built in skills redundancy
wherever possible
• Focus on behaviors and
competencies as well as
technical ability
Development
Development, Recruitment & Procurement

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EnvironmentHow people
work
When people
work
Where people
work
Physical
environment
Cultural
environment
Methodologies
and
approaches
Employment
relationships
The Operating Environment

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Control
• Monitoring and management of external
environment
• Relinquish control of execution decisions to
project teams
Consistency
• Consistent approach to planning, adjustments and
execution across all business areas and over
multiple business cycles
Support
• Visible support for all delivery functions and
areas
• Expertise role in decision support, validation,
etc. as needed
Accountability
• Accountable for ultimate success of business goals
• Accountable for development of empowered project
delivery environment.
Leadership Expectations and Roles

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Commit
Invest
Support
Validate
Adjust
Evolve
Modern resource management
doesn’t happen overnight.
It requires ongoing commitment
supported by practical
investment and support
It will never be complete,
continuously evolving to support
business needs
Making it Happen

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Success
Integrations
Software
Training & Development
Skill & Will
The Support Infrastructure
Technology platforms, working together to
differentiate between good and great and
provide foundation for further growth
Foundational business
capability driving any
chance of success

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No Project Teams
• Piecemeal work conducted by skill based workers
• Workers may be employees, regular contractors or
freelance
• May be located anywhere, working any time
No Project Management
• Work assignment conducted by systems and
managed through automation
• No teams to develop and lead
No Projects
• Continuous delivery replaces artificial bundling
of functionality
A Glimpse Into the Future?
But…

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Resource Management is Still Key
Skills
Development
Capacity
Management
Planning &
Forecasting
Performance
Management
Resource
Strategies
Resource
Management
WORK STILL DELIVERED THROUGH PEOPLE
OPTIMIZED PERFORMANCE STILLA
DIFFERENTIATOR
RESOURCE PLANNING EVEN MORE
CRITICAL WHEN TIME HORIZONS
SHORTEN

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Top Down
•Strategic Alignment
•Prioritization of projects and
requests
Bottom Up
•Usability & Adoption
•Collaboration
The KeyedIn Difference
Making projects work for you
The “Why”
• Portfolio Level Planning
• Centralized Resource
Staffing
• What-If Scenario Planning
• Project Workflows
• Task Management and
Execution
• Gantt Charts and Scheduling
• Reporting and Dashboards
The “How”

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Resource Management Solutions
Forecast Resource NeedsCapacity AnalysisCentralized Inventory of Resource Data & Skill
Direct Resource Assignment Identify and Resolve Potential Conflicts What-If Scenario Modeling

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KeyedIn will grow with us. With
[the product’s] multi-currency and
multi-usage templates and it’s
command of governance, product
life cycles, and resource time
management, we think of KeyedIn
as a key business partner.
Head of the PMO
ARYSTA LIFE SCIENCES
‘‘
’’
Improved resource
management has
driven better
efficiency across our
organization.
Dave Sanders
VP OPERATIONS AND REPORTING
MEDHOST
‘‘
’’
It’s not an exaggeration
to report that our new,
enterprise view is
revolutionizing our
global resource
management capabilities.
PMO Leader
WALGREENS
‘‘
’’
“What Our Clients Are Saying”

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?QUESTIONS?
Contact Andy Jordan
E-mail – andy.jordan@roffensian.com
Twitter - @RoffensianPM
www.roffensian.com
Contact KeyedIn
E-mail – info@keyedin.com
Twitter - @KeyedInProjects
www.keyedin.com

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THANK YOU

It's Resource Management, But Not As We Know It

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