Savvy PMOs Guide to Resource Planning EB945LTREN.pdfAlisa Smith
The document discusses effective resource capacity planning and management. It notes that only 20% of executives are confident in their resource allocations for implementing strategy. A lack of agility and prioritization in resource management can lead to lower productivity and higher costs. The document provides guidelines for resource planning including: expressing demand in hours or headcount depending on what is most meaningful; allowing flexibility in high-level or bottom-up planning depending on the project; and choosing direct staffing by project managers or a formal approval process depending on the resource and project. Following these guidelines can help PMOs enhance resource planning to accelerate business growth.
Key elements of it portfolio management Dipak PimpaleDipak Pimpale
An IT portfolio rationalises and organises IT applications to meet specific business purposes. By identifying the best combination of multiple applications and projects, you can enable and optimize business processes and accelerate decision making on an executive level. The analysis of current and future applications in the organization identifies gaps and shortcomings to improve the IT portfolio. This greater visibility to projects creates a single source for each IT portfolio, including potential investment.
Goal-Driven
IT portfolio management is driven by clear visibility of demands. Portfolio management can improve performance through effective use of resources, funding, assets and processes to maximise business value. You can manage budgets and prioritize projects based on an overall budget. Much like a traditional stock portfolio, it requires a risk to reward analysis. Adopt a management system that allows you to alter or cancel projects that provide a lower ROI.
IT portfolio management emphasises a strategic focus on goals such as revenue growth, cost reduction, and business continuity, rather than operational objectives. It requires input from across the organization, from finance managers to IT managers. The goal is to maximize value through selection, optimization and monitoring.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
Project management issues and their solutionOrangescrum
Common project Management problems can be fixed with online project management software easily. Identifying project management issues and their solution is the most important thing.
IDC believes it is the responsibility of HR to address and deliver key elements of digital transformation, as well as transforming the HR function itself. To aid organizations in this process, IDC has identified five key trends and actions that support digital transformation and the development of HR. This tool enables HR professionals to understand the delivery roadmaps for realizing these key transformation
How to Solve Top Project Management ChallengesOrangescrum
Project Management and challenges go hand in hand. No matter what you do they are just inseparable. As a project manager, you need to understand the Project Management Challenges and do your planning and execution.http://blog.orangescrum.com/
The document discusses resource management challenges and how Innotas helps address them. It describes how Innotas provides visibility into resource capacity and demand to improve project scheduling and resource utilization. It also allows organizations to efficiently assign work, understand resource availability, and ensure resources work on high priority projects. Innotas helps optimize resource allocation through predictive analytics and automated scenario modeling to improve planning.
Savvy PMOs Guide to Resource Planning EB945LTREN.pdfAlisa Smith
The document discusses effective resource capacity planning and management. It notes that only 20% of executives are confident in their resource allocations for implementing strategy. A lack of agility and prioritization in resource management can lead to lower productivity and higher costs. The document provides guidelines for resource planning including: expressing demand in hours or headcount depending on what is most meaningful; allowing flexibility in high-level or bottom-up planning depending on the project; and choosing direct staffing by project managers or a formal approval process depending on the resource and project. Following these guidelines can help PMOs enhance resource planning to accelerate business growth.
Key elements of it portfolio management Dipak PimpaleDipak Pimpale
An IT portfolio rationalises and organises IT applications to meet specific business purposes. By identifying the best combination of multiple applications and projects, you can enable and optimize business processes and accelerate decision making on an executive level. The analysis of current and future applications in the organization identifies gaps and shortcomings to improve the IT portfolio. This greater visibility to projects creates a single source for each IT portfolio, including potential investment.
Goal-Driven
IT portfolio management is driven by clear visibility of demands. Portfolio management can improve performance through effective use of resources, funding, assets and processes to maximise business value. You can manage budgets and prioritize projects based on an overall budget. Much like a traditional stock portfolio, it requires a risk to reward analysis. Adopt a management system that allows you to alter or cancel projects that provide a lower ROI.
IT portfolio management emphasises a strategic focus on goals such as revenue growth, cost reduction, and business continuity, rather than operational objectives. It requires input from across the organization, from finance managers to IT managers. The goal is to maximize value through selection, optimization and monitoring.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
Project management issues and their solutionOrangescrum
Common project Management problems can be fixed with online project management software easily. Identifying project management issues and their solution is the most important thing.
IDC believes it is the responsibility of HR to address and deliver key elements of digital transformation, as well as transforming the HR function itself. To aid organizations in this process, IDC has identified five key trends and actions that support digital transformation and the development of HR. This tool enables HR professionals to understand the delivery roadmaps for realizing these key transformation
How to Solve Top Project Management ChallengesOrangescrum
Project Management and challenges go hand in hand. No matter what you do they are just inseparable. As a project manager, you need to understand the Project Management Challenges and do your planning and execution.http://blog.orangescrum.com/
The document discusses resource management challenges and how Innotas helps address them. It describes how Innotas provides visibility into resource capacity and demand to improve project scheduling and resource utilization. It also allows organizations to efficiently assign work, understand resource availability, and ensure resources work on high priority projects. Innotas helps optimize resource allocation through predictive analytics and automated scenario modeling to improve planning.
Professional services organizations struggle to manage resources strategically due to a lack of visibility into staff availability and existing project commitments. This often leads to resource conflicts between projects that cause delays. A centralized project management system provides visibility into who is working on what and when, allowing organizations to plan projects around existing commitments and resources. This improves on-time delivery, reduces resource conflicts, and enables more strategic long-term workforce planning.
HR Process Projects & Systems Manager - Job DescriptionRyan Cavanagh
This job posting is for an HR Process, Projects & Systems Manager who will be responsible for managing HR systems and business processes. The key responsibilities include leading the analysis and implementation of changes to the SAP HCM and SuccessFactors systems, managing projects to ensure they are completed on time and on budget, and acting as a liaison between various teams to coordinate proposals and improve business processes. The ideal candidate will have expertise in SAP HCM and SuccessFactors, experience managing projects and teams, and strong communication, collaboration, and problem-solving skills.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several professional certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles managing quality and process excellence teams. He has a background in finance and business management.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
Whitepaper - Connected Project Portfolio Management in the Oil & Gas IndustryAshwin Menon
One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
This document offers our point of view on how capital project portfolio management must be implemented, how SAP can help, and some of the leading practices we have seen.
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
This document summarizes Becky Franzen's presentation on building an effective sourcing team. It discusses determining sourcing needs and goals, structuring sourcing teams, tools for sourcers, metrics for measuring sourcing success, benefits and ROI of sourcing, and lessons learned. Becky Franzen has over 16 years of experience in talent acquisition, including 7 years in recruitment process outsourcing. She currently leads sourcing and project teams at Employer Flexible.
Imran Khan has over 7 years of experience in business process management and customer service roles. He currently works as an Assistant Manager of Process Excellence at HSBC, where he is responsible for mapping business processes, identifying improvements, and ensuring processes meet standards. Prior to this role, he held positions in human resources operations, credit card chargebacks, and the hotel industry. He aims to take on a challenging role in business process management, leveraging his
Every entrepreneur needs to be proactive in identifying problems plaguing their firm and prioritizing improvements to bottlenecks that slow down work and lead to budget overruns. Planning is vital for any project yet many firms fail to have a sound, well-researched estimate and this can lead to incorrectly calculated project fees and business losses. A firm's culture is hugely responsible for its smooth functioning and success, and takes years to form and implement based on owners' willingness to improve systems and processes to increase employee engagement and productivity. Skill training can build a team of skilled and profitable project managers as most come from technical backgrounds and focus least on financial management skills. Employee turnover is very costly and failing to retain good employees can cause client dissatisfaction
Certified Professional in Project Management /PMO with 6 years of experience understanding
of Global Change Delivery Business Transformation Frameworks and best practice techniques with a
good understanding of project lifecycle , Understanding of Project Management principles and
methodologies and its Governance role.
Results-oriented adept in project management and strategic planning while supporting multiple
industries. Dedicated IT professional with career experience delivering excellence in cross-functional
team building and leadership
This document contains the resume of Deepa Prabhu, who has over 6 years of experience as a Project Management Consultant. She has certifications in Project Management, ITIL, and other frameworks. Deepa has worked as a PMO Lead at Allianz for over 7 years, where her responsibilities included project reporting, resource management, and ensuring on-time project delivery. Prior to that, she worked as a PMO Analyst at CAPCO Technologies, where she supported project setup, resource scheduling, and reporting. Deepa also has over 5 years of experience in Human Resources, including managing employee performance, discipline, and absence at British Telecom.
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performance–forecast that can be used to guide projects in a chaotic environment.
Monica Mower is an experienced IT leader seeking a Director position. She has over 20 years of experience implementing ERP systems like PeopleSoft, JD Edwards, and ADP HRIS. Currently, she is a senior project manager at First Group responsible for implementing their first HRIS system using ADP. Previously she has led teams as a PeopleSoft business team lead and analyst manager. She is skilled in project management, business analysis, and driving technological strategy and innovation.
Knowledge areas provide a way to collect and understand skills, processes, tools needed to increase chances of success in projects, in professional environment as well as in everyday life. After the first slideshow on project management fundamentals, this presentation would introduce on high level what is required in order to release unique products, services or results efficiently and within time contraints, with the aim to inspire the viewer to analyze past projects and improve the approach to future projects
L'insieme delle aree di competenza rappresentano un modo per raggruppare e comprendere al meglio le capacità, le attività, gli strumenti necessari a massimizzare le possibilità di successo in progetti, siano questi inseriti in ambito professionale come nella vita quotidiana. Dopo la prima introduzione sulla gestione di progetti, questa presentazione tratta in termini generali di elementi che possono aiutare a raggiungere l'obiettivo posto, cercando di ispirare lo spettatore ad un'analisi di progetti precedenti e migliorare il suo approccio per quelli futuri
Workforce Planning Overview Workshop PresentationJulie Lee
The document provides an overview of workforce planning and succession planning. It discusses the importance of strategic planning and management buy-in for workforce planning. It also covers analyzing current and future workforce needs, identifying skills gaps, and developing solutions such as training, recruitment, and retention strategies. The document outlines the workforce planning process and provides examples of state workforce planning models and resources for assistance.
Steps to a successful performance management implementationaemu123456
1. Performance management is the systematic process of involving employees in improving organizational effectiveness through planning work, monitoring performance, developing skills, providing feedback, and rewarding good performance.
2. Key aspects of performance management include setting expectations and goals during planning, continually monitoring performance against standards, identifying developmental needs, periodically summarizing performance in ratings, and using rewards to recognize good performance.
3. An effective performance management process improves employee performance by aligning individual efforts with organizational objectives, providing ongoing feedback, and strengthening skills through training and developmental opportunities.
Professional services organizations struggle to manage resources strategically due to a lack of visibility into staff availability and existing project commitments. This often leads to resource conflicts between projects that cause delays. A centralized project management system provides visibility into who is working on what and when, allowing organizations to plan projects around existing commitments and resources. This improves on-time delivery, reduces resource conflicts, and enables more strategic long-term workforce planning.
HR Process Projects & Systems Manager - Job DescriptionRyan Cavanagh
This job posting is for an HR Process, Projects & Systems Manager who will be responsible for managing HR systems and business processes. The key responsibilities include leading the analysis and implementation of changes to the SAP HCM and SuccessFactors systems, managing projects to ensure they are completed on time and on budget, and acting as a liaison between various teams to coordinate proposals and improve business processes. The ideal candidate will have expertise in SAP HCM and SuccessFactors, experience managing projects and teams, and strong communication, collaboration, and problem-solving skills.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several professional certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles managing quality and process excellence teams. He has a background in finance and business management.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
Whitepaper - Connected Project Portfolio Management in the Oil & Gas IndustryAshwin Menon
One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
This document offers our point of view on how capital project portfolio management must be implemented, how SAP can help, and some of the leading practices we have seen.
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
This document summarizes Becky Franzen's presentation on building an effective sourcing team. It discusses determining sourcing needs and goals, structuring sourcing teams, tools for sourcers, metrics for measuring sourcing success, benefits and ROI of sourcing, and lessons learned. Becky Franzen has over 16 years of experience in talent acquisition, including 7 years in recruitment process outsourcing. She currently leads sourcing and project teams at Employer Flexible.
Imran Khan has over 7 years of experience in business process management and customer service roles. He currently works as an Assistant Manager of Process Excellence at HSBC, where he is responsible for mapping business processes, identifying improvements, and ensuring processes meet standards. Prior to this role, he held positions in human resources operations, credit card chargebacks, and the hotel industry. He aims to take on a challenging role in business process management, leveraging his
Every entrepreneur needs to be proactive in identifying problems plaguing their firm and prioritizing improvements to bottlenecks that slow down work and lead to budget overruns. Planning is vital for any project yet many firms fail to have a sound, well-researched estimate and this can lead to incorrectly calculated project fees and business losses. A firm's culture is hugely responsible for its smooth functioning and success, and takes years to form and implement based on owners' willingness to improve systems and processes to increase employee engagement and productivity. Skill training can build a team of skilled and profitable project managers as most come from technical backgrounds and focus least on financial management skills. Employee turnover is very costly and failing to retain good employees can cause client dissatisfaction
Certified Professional in Project Management /PMO with 6 years of experience understanding
of Global Change Delivery Business Transformation Frameworks and best practice techniques with a
good understanding of project lifecycle , Understanding of Project Management principles and
methodologies and its Governance role.
Results-oriented adept in project management and strategic planning while supporting multiple
industries. Dedicated IT professional with career experience delivering excellence in cross-functional
team building and leadership
This document contains the resume of Deepa Prabhu, who has over 6 years of experience as a Project Management Consultant. She has certifications in Project Management, ITIL, and other frameworks. Deepa has worked as a PMO Lead at Allianz for over 7 years, where her responsibilities included project reporting, resource management, and ensuring on-time project delivery. Prior to that, she worked as a PMO Analyst at CAPCO Technologies, where she supported project setup, resource scheduling, and reporting. Deepa also has over 5 years of experience in Human Resources, including managing employee performance, discipline, and absence at British Telecom.
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performance–forecast that can be used to guide projects in a chaotic environment.
Monica Mower is an experienced IT leader seeking a Director position. She has over 20 years of experience implementing ERP systems like PeopleSoft, JD Edwards, and ADP HRIS. Currently, she is a senior project manager at First Group responsible for implementing their first HRIS system using ADP. Previously she has led teams as a PeopleSoft business team lead and analyst manager. She is skilled in project management, business analysis, and driving technological strategy and innovation.
Knowledge areas provide a way to collect and understand skills, processes, tools needed to increase chances of success in projects, in professional environment as well as in everyday life. After the first slideshow on project management fundamentals, this presentation would introduce on high level what is required in order to release unique products, services or results efficiently and within time contraints, with the aim to inspire the viewer to analyze past projects and improve the approach to future projects
L'insieme delle aree di competenza rappresentano un modo per raggruppare e comprendere al meglio le capacità, le attività, gli strumenti necessari a massimizzare le possibilità di successo in progetti, siano questi inseriti in ambito professionale come nella vita quotidiana. Dopo la prima introduzione sulla gestione di progetti, questa presentazione tratta in termini generali di elementi che possono aiutare a raggiungere l'obiettivo posto, cercando di ispirare lo spettatore ad un'analisi di progetti precedenti e migliorare il suo approccio per quelli futuri
Workforce Planning Overview Workshop PresentationJulie Lee
The document provides an overview of workforce planning and succession planning. It discusses the importance of strategic planning and management buy-in for workforce planning. It also covers analyzing current and future workforce needs, identifying skills gaps, and developing solutions such as training, recruitment, and retention strategies. The document outlines the workforce planning process and provides examples of state workforce planning models and resources for assistance.
Steps to a successful performance management implementationaemu123456
1. Performance management is the systematic process of involving employees in improving organizational effectiveness through planning work, monitoring performance, developing skills, providing feedback, and rewarding good performance.
2. Key aspects of performance management include setting expectations and goals during planning, continually monitoring performance against standards, identifying developmental needs, periodically summarizing performance in ratings, and using rewards to recognize good performance.
3. An effective performance management process improves employee performance by aligning individual efforts with organizational objectives, providing ongoing feedback, and strengthening skills through training and developmental opportunities.
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Ihor Pavlenko: PMO Resource Management (UA)
1.
2. 9 years in IT, 6 of them in management
positions.
Currently work at AltexSoft - a consulting and
technical solutions company.
Lecturer of PMO school for the last year.
Let’s connect
3. WE HAVE PROJECTS
WE DON’T HAVE
ANY PROJECTS
2 PROBLEMS OF
RESOURCE MANAGEMENT
4. HOLISTIC
APPROACH
The holistic approach to Resource Management is crucial for its
success in terms of the organization. It is about seeing the whole
picture of business, taking into account external threats, market
conditions, other departments, and strategy.
7. SUPPORTIVE Can’t influence resource management due to
the limited responsibilities of PMO.
Still can barely handle resource management
due to the lack of responsibilities. But can
provide valuable suggestions to those who are
actually doing resource management.
That’s it! The Directive PMO can control
resource assignments, and update its own
processes and capabilities to make this
process more effective.
PMO TYPES
CONTROLLING
DIRECTIVE
8. STRATEGIC Affects our decision-making process because
of extra conditions and decisions to be made.
The normal planning horizon for any business.
We should carefully think about the possible
actions, and outcomes and regularly review
these projects. ,
Here and now. Usually, these objectives are
aimed at increasing effectiveness at a specific
point.
BUSINESS OBJECTIVES
LONG-TERM
SHORT-TERM
9. RESOURCE
MANAGEMENT
FRAMEWORK
Resource Management Framework is a structured approach and
set of processes designed to effectively allocate, manage, and
optimize the utilization of resources (human, financial, material,
etc.) across multiple projects or initiatives within an organization.
10. THE PLANNING PROCESS
There should be a certain process of planning of new
projects, sales opportunities, resources, profit & loss,
salaries, etc.
If you don’t have such a process - the first thing to do
is to create it, and then improve it. The resource
management process without planning is pure chaos.
11. EXTERNAL HIRES Time consumable. We can’t hire a good
PM/Dev/QA/etc. very quickly.
Hires from other departments. Also time
consumable, but can be more predictable.
Optimizing existing resources on existing
projects. Trying not to lose in quality while
filling new opportunities.
OPTIONS FOR THE RESOURCE ASSIGNMENT
ROTATIONS
CONTRACTORS
INTERNAL HIRES
It’s like a kebab in the middle of the night. You
neve know the quality and price, but it is a
good option when you need it quick.
12. KNOW YOUR CUSTOMERS AND KNOW YOUR
TALENTS
It is essential to understand the needs of
your customers. What technologies do
they need? What is popular today? What
is the UVP of your
company/service/unit?
What are the strengths of your team?
What is their current load? Do they have
enough
resources/motivation/time/knowledge
for new projects? What are the weak
points?
13. KEY METRICS TO TRACK
To understand whether the resource management
process is effective or not, you should track key
metrics, that are important to your kind of business.
14. PM JS DevOps Data Science
0
20
40
60
80
Q4 2023 Q1 2024 Q2 2024
UNTILIZATION
Resource utilization is a key metric in
resource management. It allows you to
understand what % of employee(s) time
is assigned to billable activities.
The utilization can vary from department
to department, but it directly shows the
effectiveness of your framework.
15. New hires, FTE Layoffs, FTE Total, FTE
0
10
20
30
40
50
Q4 2023 Q1 2024 Q2 2024
EMPLOYEE
TURNOVER
More an HR metric, but shows how effectively
people management is performed and how good
the RM solutions are.
16. Jun Mid Sr
0
500
1000
1500
2000
2500
3000
Q4 2023 Q1 2024 Q2 2024
AVERAGE SALARY
Average salary shows us whether we are
capable of providing services at a
reasonable price, and whether we, as a
business, are effective.
We can track and measure
everything, like GP, GPM, etc. It is
important to track this in a dynamic,
so you can make corrective
decisions.
18. CENTRALIZED POOL
MANAGEMENT
Maintain a centralized resource pool that
includes details about the skills, availability, and
allocation of all resources (e.g., project
managers, developers, analysts) across various
projects.
RESOURCE
BALANCING
RESOURCE
PORTFOLIO
ANALYSIS
Continuously monitor the workload of
individual resources and balance their
assignments across multiple projects to
prevent overallocation or underutilization.
Evaluate the resource demand and capacity
across all projects in the portfolio. Identify
resource constraints and allocate resources
strategically.
19. REVIEW THE
HISTORICAL DATA
Review the data from previous assignments,
projecs, and opportunities to identify zones of
effectiveness and possible improvements.
MONITOR METRICS
SCENARIO
PLANNING
Make your decisions based on data and
metrics.
Consider 2-3 scenarios while planning resource
allocation and/or optimization of processes.
20. RESOURCE SKILL
DEVELOPMENT
Make sure that your resources are highly
qualified, have proper skills, and are
competetive.
REPORTING
CAPACITY REVIEW
MEETINGS
Consider additional people management and
performance metrics to have up-to-date
information regarding your resources.
Conduct periodic meetings with project
managers to review resource needs,
challenges, and adjustments required to
optimize resource allocation.
21. RESOURCE
OPTIMIZATION
Explore opportunities for resource
optimization, such as sharing specialized
resources among projects or leveraging cross-
functional teams.
CONTINUOUS
IMPROVEMENT
Continuously assess and refine capacity
planning processes based on feedback and
lessons learned from previous projects.
22. SUMMARY
PMO role is important in the company’s Resource Management
processes.
The process of “assignment” is not complex at all. But to make it
effective on the company scale, it requires a holistic approach,
understanding of the company’s strategy, UVP, analysis of
historical data, and competitors.
And it is about People Management, of course.