State of Resource Management - Key Trends in Resource Management Best Practices
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The document outlines key trends in resource management practices for 2017, focusing on the changes driven by the SaaS delivery model and agile project management. It emphasizes the need for organizations to adapt their resource management processes to accommodate smaller, more dynamic project assignments while enhancing their forecasting and capacity planning strategies. Additionally, it highlights the importance of building a community for resource management professionals to share best practices and innovations.
State of Resource Management - Key Trends in Resource Management Best Practices
- 1. © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 1 The State of Resource Management KeyTrends in RM Best Practices 2017 Presents the third annual…
- 2. Objectives • Understand some of the pressures facing technology and services organizations today • Learn about the key trends in resource management in the industry • Learn from one company’s experience in improving their global RM capabilities • Gain insight on how to translate these trends into actionable improvements • Help us build the RM community © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 2
- 3. Rapid Assess Design Transform RESULTS! Innovative Frameworks and Transformation Processes Since 2007 Two Locations: Cincinnati (HQ) Wash. DC >100 Clients Worldwide on 5 Continents Services Transformation Experts for Tech Companies 100+ Years of Strategy and Operational Leadership Experience Management & Operational Consulting #1 in Resource Management: Just-in-Time Resourcing® Consulting Training Technology Staffing Confidential & Proprietary to RTC Consulting, Inc. and Upland Software
- 4. Speakers © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 4 Randy Mysliviec RMI Managing Director Randy@resourcemanagementinstitute.com Marc Lacroix Managing Partner PS Practice Leader marc.lacroix@rtmconsulting.net
- 5. Key Trends © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 5 1 2 3 4
- 6. The SaaS delivery model is changing the characteristics of projects, affecting resource management processes. Key Trends © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 6 1 2 3 4
- 7. So What’s the Impact? © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 7 Project Characteristics are Changing • Getting smaller • Getting flatter (not necessarily shorter) • More template based, less reliance on cowboys and heroes • More multi-phase vs. big bang, with future phase uncertainty • More post-implementation work that is harder to plan for • Poor or inadequate project staffing plans The Incredible Shrinking Project
- 8. How Does This Affect RM? • Smaller assignments = MORE CHURN • More part-time roles • Maintaining continuity of resources across multiple phases of an engagement • How many ways can you slice a resource? • Spreading resources too thin to be effective © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 8
- 9. What Can RM Do About It? • Set parameters around part-time assignments. How much can a resource be sliced? • Chunk up project work. Do not settle for peanut butter spreading, or lack of effective contouring • Manage higher churn. May need to adjust RM to Staff ratio • Consider enabling more staff autonomy in setting schedules © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 9
- 10. Delivery organizations are leveraging a more agile approach to project delivery and staffing. The SaaS delivery model is changing the characteristics of projects, affecting resource management processes. Key Trends © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 10 1 2 3 4
- 11. • Work is planned and organized into quick bursts or sprints to enable more iterative work • Work planned as part of a sprint may come from one or many clients and/or projects which in essence creates a new work unit or project to staff and manage • Much shorter planning cycle, with less longer term certainty and continuity of WHO is going to be working on which project/task • Challenging to know how project work has been broken down into various sprints and when it will all be completed Impact of Agile Development © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 11 Agile development is planned and organized differently:
- 12. How is RM Affected? • Resources aren’t tied to specific clients or projects • How is the new development work unit represented in PSA/PPM? • Short sprints = short assignments = much more churn • More involvement needed from Resource Management • How are skills factored into the narrow window for capacity planning? © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 12
- 13. Companies are looking to get more value from technology to support their resource management. Delivery organizations are leveraging a more agile approach to project delivery and staffing. The SaaS delivery model is changing the characteristics of projects, affecting resource management processes. Key Trends © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 13 1 2 3 4
- 14. What is the right solution for me? ERP HCM CRM PPM There are many vendors across a variety of product classifications that claim to support resource management. ERP platforms that address service and project oriented work. The value prop is typically tight alignment with Financials. For product based companies, pressure to manage it all from one place. HCM can often contend for parts of class PSA, specifically in the areas of resource management and skills management PPM applications are enterprise project management tools that provide robust PM and portfolio capability. But, historically, they often fall short in addressing the critical areas of resource management and billing. CRM has become less of a player in PSA over the last few years. PSA/PPM vendors have also slowed down their emphasis in supporting this area PSA It is important to understand the DNA, or heritage, of the product and company © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 14
- 15. Resource forecasting and capacity planning continues to be a gap for many companies. Companies are looking to get more value from technology to support their resource management. Delivery organizations are leveraging a more agile approach to project delivery and staffing. The SaaS delivery model is changing the characteristics of projects, affecting resource management processes. Key Trends © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 15 1 2 3 4
- 16. Effective Resource Forecasting © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 16 Leading delivery organizations have a three part approach to forecasting & capacity planning to meet the dynamic needs of the business. Business Planning Resource Forecast Interlock Staffing • Annual, long range planning based on projected business growth • Alignment with key product or service offers being promoted, or ‘operational keep the lights on projects’ for enterprise IT • Capacity needs planning at the broadest level (by role, by geo, by skillset) • Proactive, forward planning of actual demand opportunities and delivery backlog • All opportunities of a certain stage% and close date get tracked for resource planning, or priority discretionary projects for enterprise IT • 1-6 month resource forecast created • Tactical, day to day assignment of resources to open needs and positions • Actual needs are acted upon based on demand interlock planning • Packaged or template services can expedite the resource assignment process Establishes the parameters & initial baseline of planning The living plan. Basis for decisions for plan changes Carries out the decisions in a proactive vs. reactive way Continual updates to forecast Historical reference to plan 6-18 mos. 1-6 mos. 0-30 days
- 17. Capacity Planning © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 17 Capacity Planning is the basic concept of managing the Supply and Demand of the business. Demand is comprised of active and future work. Supply is the resources in their different roles available to work the demand. Assignment of Supply (resources) to Demand (project roles) informs how well aligned Supply is with Demand. All Demand All Supply Unassigned Demand • New opportunities or project demand at advanced stage of project pipeline • Backlog projects without resources assigned Assigned Demand • Active projects with “hard booked” resources assigned to the projects • Pipeline, pending or future project or roles with soft booked resources assigned to the projects Unassigned Supply • Resources not assigned to projects or future projects
- 18. © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 18 RMI is dedicated to the advancement of resource and workforce management thought leadership, best practices and standards, globally recognized credentials that certify resource and workforce management expertise, and tools and resources necessary for effective and efficient management of human capital intensive businesses. The RMI will provide the RM community a vehicle to advance the discipline of RM, and further the interests of the people who make up the RM community and the companies they work for.
- 19. © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 19 RMI Overview Collaborate Educate/Learn Innovate
- 20. RMI Benefits © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 20 Collaborate RMI Community – Provides a community of interest to exchange best practices about resource management • Forums • Networking for RMs • LinkedIn page Communicate RMI Newsletter – connection with news and resources offering strategic and operational advice Industry Events – Get notified of important industry events Peer Networking – via the RMI Community tools Learn RMCP® – The first-of-its-kind professional certification program specifically designed for resource managers, promoting and supporting competency development for resource management professionals. White Papers – Thought Leadership to help with best practice execution in resource management Resources RMCP® Resource Center - An online portal providing a complete set of concepts, tasks, skills and knowledge required to successfully understand and perform resource management related duties • Tools and Templates • Featured Articles • Newsletter Archives
- 21. RMI Advisory Board © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 21 Alessandra Pacheco – Informatica Alice Shoemaker – Infor April Toyota – Alberta Health Services MariaElena DiPilla – NTT Data Rahul Lal – Dell EMC Robert Dal Bianco – Diebold Nixdorf Sara Lewis – ServiceNow Marc Lacroix – Managing Partner, RTMC Randy Mysliviec – RMI, Managing Director Provide feedback on, but not limited to: RMI strategy, focus and activities Process standards Building the RM community Industry trends and emerging opportunities RMI related website content RMCP® curriculum strategy Board Responsibilities Members
- 22. Suggested Actions © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 22 Evaluate the effectiveness of your resource management technology ◦ Are you getting what you need from each of the key functions today? ◦ Are you maintaining good, quality data? Review your RM processes against the needs of a SaaS delivery model and agile environment ◦ The characteristics of projects and assignments are changing and affecting our tried and true RM processes. ◦ Are your processes equipped to adapt to the change? Take on capacity planning ◦ It is a not a trivial effort, but the benefits to the delivery organization are big Join the RM community ◦ Drive more knowledge sharing with other RMs and organizations
- 23. Contact Information © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 23 info@rtmconsulting.net www.rtmconsulting.net RTM Consulting We help consulting, professional, and support services organizations get better at what they do
- 24. © 2007 – 2017 RTM Consulting, Inc. All Rights Reserved 24 For more information send an email to: rmcp@resourcemanagementinstitute.com or visit us at www.resourcemanagementinstitute.com Just-in-Time Resourcing®, Resource Management Certified Professional (RMCP)® and RMCP® are registered trademarks of RTM Consulting, Inc. RMCP®