Project Resource Management 2 Project ... - Project Challenge

obnoxiouspotpieManagement

Nov 8, 2013 (3 years and 7 months ago)

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Project Resource
Management

2

Project Resource Management

Agenda



Aims of project resource management


Strategic and tactical resource planning


Scenario planning and management


Availability and capability assessment


Skills matching and resource selection


Resource assignment


Time and cost tracking


Availability management



A wide ranging topic to cover..

3

Project Resource Management

Aims of project resource management


Optimise the allocation of resources to projects


In short and long term


Through peaks and troughs of demand



Manage resource costs



Balance internal and external resources



Develop staff capabilities



Allocate staff to work they have the skills for



Provide staff with interesting and challenging work


A balancing act..

4

Project Resource Management

Benefits of good project resource management


Deliver more projects with the same or fewer resources



Increase resource utilisation



Deliver more projects to schedule



Reduce requirements for external staff



Reduce uncertainty in staff scheduling



Understand strategic delivery capability



Identify skill and resource shortfalls earlier


Some real benefits to be achieved..

5

Project Resource Management

Strategic and tactical resource planning

Resource demands can be both long
-
term and short
-
term:


Do we have enough resources to do all this year’s projects?



What will the impact on current projects be if we reduce our
costs/ staffing levels by 10%? by 20%?



A new project is required ‘out of the blue’


how can we
resource it?



We have two projects starting next week


have the project
teams been confirmed?



A project has been cancelled


where can we best redeploy the
team?


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Project Resource Management

Strategic and tactical resource planning

We can view resource planning and deployment like a production
timeline:


Short term demand


Medium term demand


Long term demand


Long term supply


Short term supply


Medium term supply

YEARS

MONTHS

DAYS

7

Project Resource Management

Short term (day
-
to
-
day) planning


Daily ‘grid’

Team calendar

8

Project Resource Management

Medium term (monthly) planning


Planner views

9

Project Resource Management

Long term (yearly) planning


‘Timechart’ views

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Project Resource Management

Long term (yearly) planning


Team availability grids

11

Project Resource Management

Scenario planning and management

Typical scenarios:






Resourcing business as usual activity, priority projects, nice
-
to
-
have projects



Which projects can we deliver next year with our current
resources? With +10% /
-
10% resources?



After resourcing our strategic projects, what spare capacity do
we have to achieve some ‘quick wins’?



A new project has arisen at short notice. Can we deliver it with
our existing resources? What will the impact be on other
projects?



A project has been cancelled unexpectedly, freeing up skilled
resources. How best can we deploy them?


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Project Resource Management

Scenario Resourcing


‘Forecaster’ view:

13

Project Resource Management

Availability and capability assessment

Measuring capability and availability


Capability


skills, qualification, certification, experience,
grade, location, mobility, fit with rest of team and the customer



Availability


for the duration of the work, for the required
hours per day, uninterrupted by other activities?



Capability can be driven by availability


a resource can
become capable once trained or certified



Cost may also be a factor


the ‘right’ resource is often the
most expensive

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Project Resource Management

Availability and capability assessment

Which is key


capability or availability?


It is rare that a resource will declare themselves available



Searching for the next available resource with the relevant
skills may lead to a very long wait..



Managers should generally look for the most capable internal
resources to do the job, and identify and prioritise existing
commitments


Task X

(not resourced)

Task A

Task B

Task C

Task D

Resource 1

Resource 2

Priority 1

Priority 1

Priority 3

Priority 5

Priority 2

15

Project Resource Management

Resource requests

Typical data requirements for a resource request:


Task reference/ name


Resource requestor (e.g. Project Manager)?


Date of request


Start date and end date for work (and if either or both are fixed)


Total hours/ hours per day/ % of time


Loading curve


Skills/ capabilities/ grade required


Named resource requested


Budget cost


Location of the work


Task status/ priority


Decision date for resource allocation


?

16

Project Resource Management

Notional resources

Notional or ‘virtual’ resources can be a useful concept:


Resource requests are allocated first to virtual resources



The type of virtual resource (e.g. Business Analyst 1) indicates
the main skills and capabilities required



The allocation of virtual resources clearly identifies the
demand for a particular type of resource



When planning years ahead we can’t predict real resources



To identify planned changes to the resource pool



Virtual resources can be assigned and reassigned without
having to communicate these reassignments to real people

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Project Resource Management

Notional resources

At an appropriate (short
-
term) stage the virtual resource can be
replaced by the assignment of a real person:

BA 1



Fred

Julie

BA 1


BA 1



BA 1



BA 1



BA 1



BA 1



BA 1



BA 1



BA 1



BA 1



BA 1



Mike

BA 1



BA 1



BA 1



BA 1



Julie

Mike

July



Jun



May



Apr



Mar



Feb



Jan



TODAY

Assignment from virtual to real resources

BA 1



BA 1



BA 1



Aug



BA 1



BA 1



Resource pool increases by one person

18

Project Resource Management

Skills matching and resource selection

Skills may be identified and matched to requirements through:


job title/ grading


specific skills and qualifications recorded in a database


requests by staff/ line managers for specific work


CV search


searching for similar tasks done previously and identifying
who has carried them out


word of mouth


asking around..


Besides capability and availability, resources are often selected
according to ‘fuzzier’ criteria:


have worked with the requestor/ project team before


want to do the work (or not)


will do this work on condition they do/ do not get assigned to
some other wanted/ unwanted task


19

Project Resource Management

Resource assignment

A typical resource assignment process:


The resource manager offers a named resource to the
‘resource requestor’, perhaps with the offer being provisional
or with some conditions attached



The resource requestor accepts or rejects the offered
resource, typically after some discussion with the resource
manager and maybe also with the resource.



If the resource is accepted then the resource is advised of their
new commitment and schedule.



If all resources offered are rejected then the task may not
proceed as planned and the resourcing request may be
escalated to a higher level of management .

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Project Resource Management

Managing the pipeline of requests

A typical assignment request pipeline:

Possible work



Possible work



Definite work



Definite work



Definite work



Definite work



Virtual resource



Virtual resource



Virtual resource

Potential resource



Definite resource



Definite resource



Possible work



No resource



Possible work



Virtual resource



Work planned

Resource (type) requested

Work approved

Resource offered

Resource agreed

NOW

FUTURE

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Project Resource Management

Time and cost tracking

Having carefully established the resource allocation to meet our
project needs, we can re
-
use this data to:



Remind team members what they should be working on



Produce cost projections for project work



Create draft timesheets based on planned work


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Project Resource Management

Availability management

In monitoring the availability of project staff, it is important to take
account of changes in legislation and trends relating to human
resources:



Flexible working patterns


Home working


9
-
day fortnight


Outsourcing/ Offshoring


The EC working time directive


Another factor, often overlooked, is the need to carefully track
annual leave. Legislation now inhibits staff and employers from
carrying forward annual leave. Annual leave which has yet to be
taken can have a significant impact on overall team availability as
year end approaches.

23

Project Resource Management

Resource Management in action …SmartCore


SmartCore’s flexibility and scalability supports a wide range of
applications:


programme management


project portfolio management


resource management


risk and cost management


help desk and call tracking


test planning and management


marketing and campaign management


technical inventory and configuration management


event and diary management


environmental management and reporting

24

Project Resource Management

Resource Management in action …SmartCore


SmartCore has been deployed across a wide range of sectors:


aerospace & defence


broadcasting and media


energy and environment


government agencies


legal and professional services


local government


medical and life sciences


retail and investment banking


software and technology


transport

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Project Resource Management

SmartCore customers include..

26

Project Resource Management

0207 403 4433

jon.lewis@ninthwave.co.uk

www.ninthwave.co.uk

Project Resource Management


from Ninth Wave

Process Adaptive Technology

0207 403 4433

jon.lewis@ninthwave.co.uk

www.ninthwave.co.uk

Project Resource Management


from Ninth Wave

SmartCore