Dynamic Resource Allocation Strategy CL 12-16-2014

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Dynamic Resource Allocation Strategy
A new way of thinking
dynamic - a force that stimulates change or progress within a system or process
Index
The Process– DynamicResource AllocationStrategy 12-18-2014
The Service ManagerRole 1-1-2015
The Service CoordinatorRole 1-6-2015
The ProjectManager Role 6-1-2015
The SalesManagementRole …
The Technical AccountManager Role …
SupervisoryRoles –CEO, CFO,CIO,CTO, COO …
By ChrisLietz12-17-2014

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The Process of Customer On-Boarding – Dynamic Method
Data-Techwas builtona provenmethodof service and new customeracquisitionnow knownas
CustomerOnboarding. Forthe first19 yearsa similarprocess tothe one outlinedbelowwassuccessful
and establishedastrongand loyal clientbase.
Withthe developmentof ManagedIT Servicesand“X”as a Service plansthe currentmodel isnolonger
an efficientoreffective waytodeliverthe highlevel of servicesourclientsandprogramsrequire.
There are several proposedmethodstoaddressthis challenge andIhave runseveral scenariosthrough
to vetout the bestpotential optionsforthe companyasitcurrentlyoperates.
The keyto successfor any planisexecution.Toproperlyexecuteaplanyoumust have the rightamount
of qualified resourcesavailable. Idofeel we have leadership inplace whocanmanage the executionof
the plan. As youknowwe are in the processof addressingthe additionalresourcesnecessaryforproper
executionandsustainability. Asourservicesevolve ourcompany andprocessestodeliverthose services
mustevolve aswell.
That saidhere isthe ActionPlanIam puttingforthwhichis calledDynamicResource Allocation. (Note I
considera dedicated “OnboardingTeam”asStatic Method). The DynamicMethodisa constantly
movingandchangingprocessthoughitbuildsa deeperandmore staticrelationshipwiththe client.As
opposedtothe “OnboardingTeam”whichisa staticmethodbutcreatesa Dynamicand changing
relationship withthe client.The reasoningisthe “OnboardingTeam”methodwouldcreate atrusted
relationshipwiththe clientthroughthe onboardingprocessandthenrequire the hand-offtoa new
entity. The Dynamicstrategy leveragesthe relationshipcreatedduringthe onboardingprocessand
allowsthe relationshiptocontinue.
Here’show:The DynamicOnboardingMethodutilizeseverydayavailableresources. (Yes,the keyisto
have qualified availableresources,we willdiscussstrategiesforthislater).Assigningsupportpersonnel
to specificclients isanatural processandbuildstrust,confidence andknowledge.Thisprocessisinuse
todaythoughnot done purposefully. Aswe bringonnew clientstheytendtostaywiththe first
technicianassignedtoservice them. Sothoughnotpurposefullydonethe DynamicOnboardingProcess
isin operationtoday. My goal isto streamline thisprocessandmake itpurposefulbyinvolvingInternal
Resourcesaswell asExternal Resources.
The DynamicOnboardingProcessisthe processof takingan available existing resource andassigning
that resource toonboardingthe newclient.Obviouslythatresource hasto be available fornotonlythe
onboardingprocessbutto continue servicingthe clientpostonboarding. Thisiswhere the Dynamic
Strategycomesintoplayalongwithproperresourcesmanagement.

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The managementof the service resourcesmuststayaheadof the game and ensure resourcesare
available forclientonboarding. The processisDynamicbecause the resource availabilitywill be more
duringthe onboardingprocessandlessonce the clientissuccessfullyonboarded. Thinkof thisasan
elasticbandstretchingtoitslimitfora time and thenretracting….butnotall the way. Each time the
bandis stretchedandretractedthe nextstretchisshorter. At some pointthatresource will be
exhaustedandanothermustbe readyto take itsplace. Thoughthe processisDynamicitcreatesa
Staticrelationshipwiththe client.(Againopposite of the static“OnboardingTeam”model)
At thispointyoumay be thinkingit’sawaste of moneyto have resourcessittingaroundforthisprocess.
That’s the hiddenbeautyof DynamicResource Allocation. The overall strategyforDynamicOnboarding
isa strategyof DynamicResource Allocation. Masteringthisstrategywill guarantee success. Ok,back
to the hiddenbeautyof DynamicResource Allocation. These resourceswouldbe the verysame
resourcesthatare available forDay-to-DayAd-Hocservices.Dailyservicescalls,nonprojectwork,bench
workand emergencyresponsesituations. Againthe keyistomanage these resourcessoas theygetto
75% capacityyou adda newresource. This alsomeansthese are trainedandtrustedresources.
A keyto success….
Buildingthisstrategyallowsforthe easyintegrationof anApprenticeProgram.The Apprentice program
isusedas a trainingandvettingprogram. Notto be takenlightlythe Apprentice Programisnotmeant
for sub-pare marginal personnel. Itismeantto evaluate potential longtermemployees.Apprentice
candidatesthatdo notreflectall the base qualitieswe require shouldbe releasedquickly. Once an
Apprentice isidentifiedasData-TechQualitytheycanbe put into the trainingprogramand preppedfor
one of twopotential positions.
1. An Apprentice canbe preppedtotake overforan assignedresource whichallowsthe
Apprentice Mentortobecome availableforthe nextOnboarding.
2. Optionallythe Apprentice canmove intothe DynamicResource Systemandbecome
available forOnCall situationsuntilthe nextonboardingisneeded.
Each resource needstobe evaluatedforthe purpose.Some resourceswill be goodatadaptingtothe
DynamicStrategy. These will be the mostflexible andhigherpaid positions. The resourcesthatdonot
adapt as well canbe get permanentassignmentssuchasLease-A-Tech’s. These positionsare considered
Staticand lessflexiblemakingLease-A-Techpersonnel generallynotgoodresourcesforDynamic
Resource Allocation.
As we developandofficially adoptthese strategieswe willassigntechnical requirementstoeach
position alongwithatimelinerequirement forattainingthatrequirement.Example,foranapprentice to
become a trainee theymustcomplete aspecifiedsetof SonicWall andDell Certificationsinthere first3
months. With the next6 monthsof the “Trainee”programthe must complete the nextrequiredof set
of certifications. Failuretocomplete the requiredtrackisandindicationthisisnotthe rightresource for
the company.

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As an extension of thisstrategy we should develop outlinethe Technical Certification Requirementsfor
Level I, Level II and Level IIIsupportresources.Thismakesit easier during reviews to adjust
compensation accordingly. Common sense,weallknow this.It needsto get done.
To thispointwe have beenfocusingonPremise BasedOnboarding.However,aswe start to understand
and explore the conceptof DynamicResource AllocationandDynamicClientOnboardingitbecomes
easyto see howthisextendstoOnboardingmore complexscenariosinvolvingCloudMigrationstothe
data-centerandCloudServices.
By itsdesignthe DynamicOnboardingwill addresssystemicissueswithourRemote Services.(Otherwise
knownas HelpDesk whichisnowtransitioningtothe CustomerCareCenterto adopta more Customer
Service Centricphilosophy). The singularmostglaringchallenge ourRemote Service Engineersface (yes
that isanothernewterm),the mostglaringchallenge istheysimplydon’tknow the client.Whencalls
come in andsupportis required the engineerisata disadvantage due tohow we operate ourRemote
Servicesatthistime.Compoundingthisproblemisthe processbywhichcallsare arbitrarilyassignedto
the engineers.
So if we followthe same strategyforCloudOnboardingaswe outlinedearlierforPremiseOnboarding
youwill see thatAllocatingDynamicResourcestospecificOnboardingProjects itwill addressthisissue
and drasticallyreduce the clientknowledgedeficitthatiscurrentlyplaguingourRemote Service
Engineers. Envisionif youwill aRemote ServiceEngineerinvolvedinandrequiredtoprocessthe
Onboardingof a newCloudServicesClient. ThatRemote Service Agentisthenassignedtothatclient
movingforwardforRemote Services.(Note,mostcallsthatcome inare not emergenciesandtherefore
properassignmentof resourcestothe assignedservice engineershouldnotbe anissue.) Beingan
integral partof the onboardingprocessthe Remote ServicesAgentwill have little difficultyin
understandingthe client’sneedsandprovidingefficientservices. Remote Service EngineersandField
Service Engineerscanbe pairedon complex projectstherebybuildingasupportteamfor thatclient.
DynamicResourceAllocation managementof theRemoteServices Engineersworksthe sameway asthe
field resources.While not 75% allocated theRSE can handlecall over-flow,ad hocand emergency calls.
ProperDynamicResource Allocationmanagementandbyextensionthe DynamicOnboardingstrategy
will addresseverychallenge we currentlyhave. Thisstrategyisalsoveryscalable andhasbuiltin
redundanciesandprovidesmuchmore efficientclientservicesthroughattainedknowledge. Inthe next
sectionwe will see the role the Service ManagerplaysinDynamicAllocation.

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Service Manager’s Role in Dynamic Resource AllocationStrategy
DynamicResource Allocationbyitsverynature of beingfluidandchangingrequiresconsistent
managementandresource statusawareness. Althoughresourcesare well trainedandencouragedto
take initiative withinthere tasks,theyare notaware of the constantlychangingrequirementsof the
entire service department. (New Projects,NewSalesorAdHoc service requirementssuchasa failed
server)
Therefore the Service Managermustmaintainahighlevel view of the activities,statusandtimelinesof
all resourcesacrossthe variousdivisionswithinthe service department.The abilitytoschedule a
resource or borrowintime of needwithoutdisruptingQualityof Service isessential.
Since the SMmust maintainahighlevel view, the supportingteammembersare requiredtomaintain
qualitycontrol onthe granulartask assignments. (Service Calls,Installations,Order Fulfillmentfor
Scheduling…)
The SM will also manage the majorityof Service Projects. Note,inthisrole the SMis oftenNOTthe
ProjectManager. The role of the ProjectManager is to manage the tasksand timelinesof the specific
projectassignedandtoreport statusto the SM. The role of the SMis to verifytimelines,remediate
challenges,facilitate change orders,assignresourcesandadjustresourcesasneededthatare outside of
the originallyassignedtothe project.Otherwise,the internalworkingsof the projectare handledbythe
ProjectManager assignedtothe project.
Example:There is a projectforinstallation of ourManageServicesPlatformthatconsistsof the Kaseya
Agentand SEP(SymantecEndpointProtection). TheProjectmay be assigned to a VMSengineerto carry
outthe tasksand managetheproject. VMSEngineermay or may notbe the ProjectManager. Let’s
assumein this casehe is not and the Managed ServicesDivision Managerisassigned therole of Project
Manager. In this scenario wewantto install afterhoursso we don’tdisrupttheusersworkproduction
however the VMSEngineeris having difficulty installing SEP on the clients workstationsforvarious
reasonssuch asthe client doesnotleave the workstation on for afterhoursinstallation. TheVMS
Engineer hasalready requested theclients leave the workstationson to completethe processbutstill no
progressis being made. The VMSEngineer should notdelay morethe 48 hoursto alert the Project
Manager. TheProjectManagermay decidethe propercourseof action is to dispatch a service resource
to addresstheproblemonsite. At this pointthe ProjectManagerwould engagewith theService Manger
to allocatethe resources. Since the SM is awareof the service schedulesand resourceavailability he
needsonly to requestthe Service Coordinatorscheduletheresourcewith the properskill level to
completethe task.
Thisexample isimportantbecause itshowsthe propercourse of actiontobe takenalongwithcorrect
progressionof roles. It’simportanttonote how the Service Managerknowswhatthe available
resourcesandreliesonthe Service Coordinatortoactually schedule andmanagerthe resource. If the

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SM wasto get involvedinthe Service Coordinatorsrole the primaryobjectiveof higherlevel
managementwouldbe interrupted.
In our businesstodaythere are multipleestablishedDivisionswithinordirectlyconnectedtothe Service
Department. Mostbut not all of these have a supervisorymanageralreadyappointed.Inthe case
where one isnotappointedthe SMshouldlook fora keypersontorelyon.
Service Divisions
FieldServices
BenchRepair
CustomerCare Center(akaHelpDesk)
VersaManaged IT Services
CyberSecurityDivision
CloudServices/Data-Center
ClientManagement
The Service Managerwill be the facilitatorof Resource Managementacrossandbetweenservice
divisionsaswell assales. Inthatcontextthe SMis responsible formakingsure there are enough
resourcesavailableforthe DRAS. If the protocolsare followedDRASsomewhatmanagesitself froma
resource perspective.Aslongasallocationpercentagesare monitoredthere will be clearindicationsof
whentoadd resources.Asa part of the cost control processthe SM mustmaintainproperbudgetsand
balance efficiency,productivityandqualityof service.
Note:The role the Service Managerhasmany otherresponsibilities.This documentfocusessolely on the
SMRole in the DynamicResourceAllocation Strategy. Aspartof the SMRole this position mustmaintain
a supportsystemforassistancein processing paperworkflow and processassignments.
Nextwe will take acloserlookon how the Service CoordinatorRole isdefinedinthe DynamicResource
AllocationStrategy.
Service Coordinator’sRole in Dynamic Resource AllocationStrategy
The Service Coordinatororganizesandmanagesthe schedulingandinformationtransfer. The SC
providesakeyfunctionbecause the Internal Assetisnotdedicatedpurelytothe project. Soinformation
transfer,trainingandworkprojectshave tobe carefullycoordinated. Inmostcasesprojectworkcan be
well planned.

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Project Manager Role in Dynamic Resource AllocationStrategy
Projectmanagersare in charge of a specificprojectorprojects.Asthe projectmanager,yourjobis to
plan,budget,overseeanddocumentall aspectsof the specificprojectyouare workingon.Project
managersmay workcloselywithuppermanagementtomake sure thatthe scope and directionof each
projectison schedule,aswell asotherdepartmentsforsupport.Projectmanagersmightworkby
themselves,orbe incharge of a teamto get the jobdone.
In the DynamicResource Allocationmodel ProjectManagersmustworkcloselywiththe Service
CoordinatorandService Manager:
 Identifythe resourcesneededforaproject
 Assignthe OnboardingResources
 Have a visionforthe DynamicTeamto service the clientonce the projectiscompleted

Dynamic Resource Allocation Strategy CL 12-16-2014

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