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Improve Agility with Your Resource Management Strategy
Andy JordanJanuary 12th, 2016
Housekeeping Items
40 minutes of presentation 15 minutes of Q&A All lines are on mute Enter questions into chat box Event is being recorded Slides will be shared post
presentation
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Today’s Presenter
Moderator: Tushar Patel • SVP of Marketing, Innotas• Previously at and Mocana Corp
and National Semiconductor
Andy Jordan • President, Roffensian Consulting Inc.• Well known author and speaker
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Traditional resource management – concept and problems
A better way – concepts and how to achieve them
Knowing what success looks like Do we need to be more agile? Questions
Agenda
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Project resources assigned / secured at the start of initiatives – resource allocation◦ Managed by resource owners, stakeholders, PMO
and PM – or some subset of those◦ Generally only considers individual project needs
or current project needs (no future planning) Project resource reassigned during project
execution – resource management◦ Managed by PM, PMO and stakeholders◦ Part of larger resource and project management
considerations
The concept of resource management
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Reactive◦ Happens when problems occur◦ Focused on recovery and damage limitation
Tactical◦ Designed to address short term problems◦ Long term impact rarely considered
Disconnected◦ Ignores downstream impact◦ Creates cascading issues
Common problems with resource management
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Bad resource management drives…
Additional issues
Team disruptionLost productivity
Increased risk
Unclear performance
Missed deliverables
Project failure
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Bad resource management drives…
Additional issues
Team disruptionLost productivity
Increased risk
Unclear performance
Missed deliverables
Project failure
Traditional resource management approaches don’t solve problems – they shift them to less visible areas
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A better wayMonitored
resultsProactive
response
Anticipated change
Skills focus over person focus
Planned dynamic teams
Multi-disciplinary resources
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What◦ Project team members capable of fulfilling
multiple functions◦ Avoidance of ‘single points of expertise’
Why◦ Increases flexibility to move people to address
problems◦ Avoids boredom and stagnation, driving
engagement◦ Supports greater project capacity internally
Multi-disciplinary resources
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Delivering multi-disciplinary resources
Understand organizational
needs
Understand individual
capabilities
Identify deltas
Identify interestsMatch interests and needs
Develop depth and breadth
Assign based on mutual needs
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What◦ Culture where project team change is expected◦ Dynamic alignment of resource allocation and
project needs Why
◦ Helps prevent stagnation (individual and team)◦ Supports delivery of multi-disciplinary resources◦ Improves overall team performance◦ Maximizes ability to have right people in the right
place at the right time
Planned dynamic teams
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Delivering planned dynamic teams
Shorter resource allocation windows (phase instead of project)
Inclusion of resourcing in project reviews (phase, portfolio, alignment, etc.)
Shift to enterprise wide resource allocation instead of silo based approach
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Delivering planned dynamic teams
Shorter resource allocation windows (phase instead of project)
Inclusion of resourcing in project reviews (phase, portfolio, alignment, etc.)
Shift to enterprise wide resource allocation instead of silo based approach
Planned dynamic teams require a cultural commitment across all projects within the portfolio. This is a fundamental shift to an organization’s resource allocation approach, but is crucial for success.
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What◦ Assignment of skills required on a project, not
assignment of individual◦ Assessment of project need vs. supply based on
skills – experience, complexity, etc. Why
◦ Matching skills to needs helps consider ‘best fit’ across entire portfolio
◦ Skills focus is naturally reassessed at key project milestones
Skills focus over person focus
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Delivering skills focus
Skills focus• Project needs at any given point• Granular skills supply (seniority,
experience, etc)• Enterprise wide skills view (best
fit)• Shorter term assignments,
greater expectation of individual diversity
People focus• Assumption that resource needs
are stable• Perspective that movement is
‘bad’• Breaking connection between
‘most senior’ and ‘most important’
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What◦ Fundamental expectation that resource needs will
change over time◦ Planning for adjustments including temporary loss
of productivity Why
◦ Changes will happen – variances to plan, shifting priorities, etc.
◦ Short term loss caused by movement is better than long term loss caused by inertia
◦ Resource agility thrives on well managed change
Anticipated change
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Delivering anticipated change
Culture of short term, needs based
assignments
Expectation that teams will be
dynamic
Focus on ‘best fit’ resources at all
times
Understanding of shifting needs
based on circumstance
Anticipated change
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What◦ Adjusting resources before problems / changing
circumstances require it◦ Preventing problems by managing resources for
prevention Why
◦ Prevention is cheaper than recovery – on all levels Project Resource Portfolio Business
Proactive response
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Delivering proactive response
Proactive resource
management
Risk management
Aggressive constraints
management
Alignment of benefits and
needs
Management of skills supply and
demand (portfolio wide)
Effective HR management
(interests, skills, career, etc.)
Strategic priority
management
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What◦ Management oversight of actual performance vs.
planned performance◦ Adjustment as needed to address unexpected
outcomes Why
◦ Practice is frequently different from theory◦ Performance is driven by actual results◦ Variances from expectation must be identified and
addressed as soon as possible
Monitored results
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Delivering monitored results
Determine change
Identify measuremen
t criteria
Execute change
Monitor measuremen
t criteria
Identify variances
Consider options
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For the organization◦ Greater project success – fewer delays,
deliverable shortfalls, budget overruns and triggered risks
◦ Better business benefit performance – projects deliver greater percentage of target against strategic goals
◦ Higher degree of confidence that portfolio best leverages resource capacity and capability
What does success look like?
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For the PMO / portfolio management◦ More management options – additional strategies
available to address issues◦ Better control of resource management – changes
driven by conscious choice rather than circumstances
◦ Greater cross project communication and understanding around resources
◦ Fewer ‘surprises’ around resource management
What does success look like?
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For the program / project manager◦ Better alignment of supplied skills and required
skills◦ Greater appreciation for ‘real’ skills required to
complete work packages◦ More proactive management of project to
resource problems◦ Better, faster solutions to challenges
What does success look like?
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For the individual◦ More diverse work opportunities◦ Work assignments more appropriate for seniority,
experience and skills◦ Broader experience within the organization◦ Less ‘down’ time with low value tasks
What does success look like?
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How do you know if your resource management approach needs to be more agile?
Do we need to be more agile?
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How do you know if your resource management approach needs to be more agile?
Do we need to be more agile?
Do you play ‘chase the delay’?
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How do you know if your resource management approach needs to be more agile?
Do we need to be more agile?
Do you play ‘chase the delay’?
Do resources sometimes
resent their assignments?
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How do you know if your resource management approach needs to be more agile?
Do we need to be more agile?
Do you play ‘chase the delay’?
Do resources sometimes
resent their assignments?
Are you ever short of specialist
skills?
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How do you know if your resource management approach needs to be more agile?
Do we need to be more agile?
Do you play ‘chase the delay’?
Do you ex
perience
unexpec
ted
resource
needs?
Do resources sometimes
resent their assignments?
Are you ever short of specialist
skills?
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How do you know if your resource management approach needs to be more agile?
Do we need to be more agile?
Do you play ‘chase the delay’?
Are resources sometimes
inappropriately assigned?
Do you ex
perience
unexpec
ted
resource
needs?
Do resources sometimes
resent their assignments?
Are you ever short of specialist
skills?
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How do you know if your resource management approach needs to be more agile?
Do we need to be more agile?
Do you play ‘chase the delay’?
Are resources sometimes
inappropriately assigned?
Do you ex
perience
unexpec
ted
resource
needs?
Do resources sometimes
resent their assignments?
Are you ever short of specialist
skills?
Are you ever short of resources?
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All organizations can improve the quality of project execution by improving resource agility◦ It’s not a discipline that is ever fully mastered◦ Every project provides opportunities to improve
Work should be prioritized based on the largest areas of ‘pain’ within project execution◦ What are the top three resource management
problems you face?
Do we need to be more agile?
Innotas © 2016
Innotas Company OverviewFounded in 2006; HQ: San Francisco
Dedicated to improving IT and PMO value contribution through portfolio planning & project execution solutions
Recognized leader with disruptive technology and a history of market “firsts” – most recently Predictive Portfolio Analysis (PPA)
500 customers, including proven enterprise-wide deployments in Healthcare, Financial Services, Technology, Government, and Education
Project Portfolio ManagementEffectively manage project requests, resources, budgets and projects
Application Portfolio ManagementAnalyze and manage IT tasks needed to sustain existing operations
Predictive Portfolio AnalysisPredict, plan, and re-plan your highest value portfolio that aligns with business goals
Resource ManagementProductive alignment of IT resource capabilities and availability
Four-Time“Leader”
“Leader”
Innotas © 2016
Innotas Resource Management Solutions
What-If Scenario Planning
Allocation & Scheduling
Capacity & Demand Visibility
Portfolio-level Resource Planning
Mobile Time Tracking
Resource Workbench (Skills / Roles / Resource)
Complete Resource Management for Every
Level in the Organization
Innotas © 2016
Contact Us
InnotasPhone: +1 866-692-7362
Twitter: @Innotas
Andy Jordanwww.roffensian.com
Twitter: @RoffensianPM
www.innotas.com/resources