ProSymmetry' S Resource Management Maturity Model: A .

ProSymmetry' SResource ManagementMaturity Model:A Change Oriented“Purposeful” ApproachDonna FitzgeraldExecutive Director NimblePM, IncGreg BaileyVice President Resource Planninggbailey@prosymmetry.comwww.prosymmetry.com

The Future Has Arrived Sooner Than We Expected 2

Agenda1.2.3.Introduction to the threecomponents of the resourcemanagement maturity modelOverview of the five levels ofresource management maturityOverview of the five resourcemanagement maturitycapabilities3

Resource Management Maturity ed1Reactionary5Creating new models of work in order to jump the S curveAll resources are included in a tool. Knowledge sharingleads to innovation and High Performing Teams (HPT)4Individuals are assigned to work based on skillProfiles. Resource Allocation issues addressed32Work and capacity are provisionallyaligned. 2nd order Resourcing is doneWho’s availableto do the work?14

The Resource Capability ModelCore DimensionsStrategy ExecutionStart with an executable strategy, Involve SBU staff in designing tactics. UseProgram Management teams. Develop specialist staff. Plan for change andinnovationOperational ExcellenceObtain demand forecasts, obtain supply information, match resourcerequirements with planned work, manage resource allocation, manage inprocess conflicts to ensure timely deliveryPeopleAssign people to right work, optimize career goals, create opportunities, fosterpersonal mastery, encourage agility, independent thinking and actionTechnologyGet the right resource management tool for your culture. Use technology as apoint of integration across the organization. Use the right tools to shareinformation (not status) across the enterpriseEnterprise AgilityTrust, Resilience, Culture, Sustainability, Principles, Team/we focuses5

Corporate Cultures Determines When And How Things Get reNetworkFamilial6Individuals

Overview Of TheFive StepsOf The Resource ManagementMaturity Model7

What To Focus On At Level One: Changing The Mental Model The human brain isn’t good at multitasking. Limit simultaneous assignments Never confuse the urgent with theimportant – stop letting production stealproject resources Stop worry about “estimates of work” andask when work will be done if there areno interruptions Utilization is only appropriate for robotsand consultants8

What To Focus On At Level Two: Building TheOperational System Segment demand (how much effort shouldgo to operations vs strategic.) Assign resources in priority order, thenstop no matter what the list says Start a community of practice with the PMsaround delivering projects quickly. Get resource management software10

What To Focus On At Level 3: Making The OrganizationalGears Mesh Capacity is planned based on the availability ofthe right named resource The portfolio is evaluated at least quarterly andadjusted as needed based on value Skill development planning is recorded in theresource system Problems are solved by the people involved Individuals interact with the resourcemanagement software10

At Level 3 The Portfolio Should Be A Well-oiled MachineIdentifyGenericRolesDeterminetheQuantity ofEach RoleDemandPipelineProposedCutdemandProjects &toProgramsfit supplyIdentifyBottleneckResource/PeopleMatch Skillandavailabilityto workTimeSequenceInvestments11

What To Focus On At Level 4 – Crossing The Yellow LinesAnd Preparing To Jump The S Curve All four of the boxes require differentskills and personalitiesabca1. Operational excellence requires peoplewho understand repeatable process.2. Experimentation requires engineers: “Weknow this should work and we’ll keeptrying till it does”3. Transformation requires project people.“We see the destination and we aresmarter enough to get there”4. Discover requires observation and out ofthe box thinkers (plus luck)12

At Level 5 Focus On Jumping the S Curve By Making SureEveryone is Working Just Right tionCompetitiveAggressivenessAutonomy13

Overview of the FiveCapabilitiesOf The Resource ManagementMaturity Model14

Operational Capability Mental Model – batching work is fasterand yields a higher quality than startingeverything at once. All work is not the same. The solutionmight be a “factory”, a team, orpeople working together Slack and over capacity are NOT thesame things. Slack is risk reduction People are not RobotsEffortexpendedStop allocatingpeople’s timeAssign them towork they cancompleteLevel 1Level 2 Resource Management Practices Identify bottleneck resourcesimmediately build a teamaround them Develop role basedcompetency standards Support Career Rotationthrough business and technicalpositionsStart ’sknowledge ofthe businessUnderstandpeople’s skillsLevel 3Level 4Jump theS CurveLevel 516

Technology Capability Mental Model – Technology is now akey player in getting work done Use your resource management toolas a share hub for information Give people a platform forshowcasing their knowledge andabilitiesEffortexpendedLevel 1 Some technology use might bethinking timePeopleare nowtrusted andempoweredwithinformationTools becomeplanning andexecution hubsLevel 2 Make sure your people have theright thinking tools (even if theyaren’t corporate standard) Never use technology tosupervise people Find technology that crossesorganizational boundariesExcel Rules Resource Management PracticesLevel 3People nowhave accessesto updatesystems withdata aboutthemselvesLevel 4Tools are opento expandedecosystem ofpartners andsuppliersLevel 517

Strategic Capability Mental Model - If you can’t execute yourstrategy – then you don’t have a strategy Always set up a program for yourstrategy objectives Strategic projects are designed toachieve a strategic objective – otherbenefits are nice but secondaryEffortexpended Define what percentage offunds/peope should go to strategyotherwise strategy starvesLevel 1Level 2 Assign your most innovative andcreative people to strategic work Rotate staff so that operationalpeople understand strategy andvice versa. Focus on the individuals ability tobe a team member as thetransferable skillStrategybecomes moreintegrated andstaff memberscontributeideasStrategyexecutionbecomes theprimary focusand resourceare dedicatedStrategybecomes afocus withsomecommittedresourcesStrategy andOperations arecombined Resource Management PracticesLevel 3Level 4New strategicbusiness modelsbecomeoperationalacross the firmLevel 518

People Capability Resource Management Practices Mental Model – Trust and respect yourpeople- Understand how People work Poor management is EXPENSIVE –working well with people is a skilland attitude- Neurocognitively- emotionally- Give people opportunities forpersonal mastery The day of the hierarchy is done.People managers (RM) and SMELeads makes more sense- Create growth opportunitiesEffortexpended Give people permission to beentrepreneurial and innovativeTop Performersare valuedLevel 1Level 2Some level ofresourcecapacityplanning isused, butpeople areover scheduledLevel 3RCP is usedand people areallowed to getwork done.EngagementimprovesLevel 4Alternatives topoormanagement isexplored.People arerecognized fortheir skillsLevel 5People arerecognized as astrategicresource andprofits andmarketopportunitiesimprove19

Enterprise Agility Capability Mental Model – understand how theworld really works Resource Management Practices Listen to people- All systems have boundaries Invest in communicationspecialists- All systems have emergent properties- Planning is good, believing a planrepresents tomorrow’s reality is foolish Encourage entrepreneurialthinking- Embrace scenario planning- Foster agility in your people bycreating opportunity for newexperiencesEffortexpendedOrganizationsare focused onshort termgain. Projects& Productsunder performLevel 1Level 2 Train everyone to think aboutwhat can go wrongThere is ageneralrecognitionthat being afast follower isthe same as aslow loser andchange beginsOrganizationsare focused onthe customerand new waysof doingbusiness areexploredLevel 3The elephanthas learned tojuggle. Thecompany is nowregarded as aleaderTransformation is starting tobe successful.AgilitybecomesculturalLevel 4Level 520

The role of the resource manager

THANK YOUQ&AFor more information, demos, trialsgbailey@prosymmetry.comVisit us at http://prosymmetry.comWill send information on the upcomingResource Management GlobalVirtual Conference7 speakers

Tempus Resource is a next generationResource Portfolio Management solutionavailable in the cloud or on premise. Uniquely,it provides actionable intelligence toExecutives, PMO’s and resource managersthrough an array of real time modeling andwhat if simulation capabilities.Tempus Resource is available as a stand aloneresource planning tool replacing spreadsheetsor integrated with other systems. Clients havefrom 50 to 50,000 resources. Tempus Resource by ProSymmetry namedCool Vendor 2016 for PPM ResourceManagement Tempus Resource in Gartner 2019,2018,2017 and 2016 Hype Cycle-ResourcePlanning Tempus Resource named in 2016, 2015PPM Market Guide (strategic decisionmaking).22

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PORTFOLIO RESOURCE PLANNING SOLVES A UNIVERSALPROBLEM FOR COMPANIESHow often are you asked?a1.Where are our resource constraints?2.How many new projects can we start?3.What if we start new or delay existing work?4.What happens if we cut headcount?5.When can I start this new project?6.What if we delay program X?7.How can we fit in more work?8.What skills/roles are most impacting delivery?9.Is there an easy way to get off excel ?10. Can I do What If Scenarios with my existing PPMtool ?24

Resource Product and Project Portfolio ManagementResource Portfolio ScenarioPlanning Real time What-If Analysis. Adding and reducing headcountscenarios What happens if we delay a projector shift a project? What about expanding/collapsing aproject timeline? Urgent new project comes in. Whatdo we do ? When can we start a project ? Where are resources available?Greg Bailey713-985-9997DataEntry Easy like a spreadsheetgbailey@prosymmetry.com Enter at project level- no detailedtasks needed Enter in manhours, FTE’s or % oftime Realistic supply and demand viewincluding maintenance and supportwork Integrate with PPM and othertools

Resource Product and Project Portfolio ManagementResource Portfolio ScenarioPlanning Real time What-If Analysis. Adding and reducing headcountscenarios What happens if we delay a projector shift a project? What about expanding/collapsing aproject timeline? Urgent new project comes in. Whatdo we do ? When can we start a project ? Where are resources available?Greg Bailey713-985-9997DataEntry Easy like a spreadsheetgbailey@prosymmetry.com Enter at project level- no detailedtasks needed Enter in manhours, FTE’s or % oftime Realistic supply and demand viewincluding maintenance and supportwork Integrate with PPM and othertools

Manage teams capacityManage capacity by resource or by team, including holidays,part time, business as usual activities, .Resource staffingResource request workflow, and staff the right resources onthe projects based on resources capacity.Resource planning and resource requestsBuild the planning of resources need for each projects, bydepartment, function, or named resources.TimesheetEasy to use Timesheet module with validation workflow.What if and capacity planningBuild your project plan and see in real time the impact onyour resources and the impact on the strategy.ReportingSelf service reporting on timesheet, capacity and resourcesallocation in real time.