Magnus Isaksson, Condesign

1. Kapacitetsplanering
Resurshantering på en högre nivå
Magnus Isaksson, Condesign AB
Magnus.isaksson@condesign.se
Condesign is a partner
Planisware is a global leadning supplier of PPM (Project Portfolio Management) systems since
1996
Planisware 5 is a system for PPM (Project Portfolio Management) that supports the organizations
complete project scope: from the operational level to the strategic level.
Focus on NPDI (New Product Development and Innovation)
Stage-Gate-certified – Best Practice for NPDI is integrated in the tool
Planisware’s PPM-system is used by more than 200 organizations worldwide with +200 000 users
in market segments such as: Pharma, Energy, IT, Aerospace & Defence, Automotive
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2. Resurshantering… En föränderlig värld
Projektförändringar
Personalomsättning
Konsulter
Kompetensutveckling
Initiativ - Projekt
…
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3. Kommunikation…
Långsiktighet
När kan vi starta nya projekt?
Rekryteringsbehov?
Budgetprocesser…
Kompetensplanering
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4. Dela och segra
Batch
Framåtblickande
Gruppnivå Kapacitetsplanering
Kompetensfokus Pågående och
kommande projekt
Erfarenhet Ramverk
Resurshantering
Pågående projekt
Löpande
Kortare horisont
Individplanering
Tidrapportering
Effekter
Proaktivt itället för (bara) reaktivt arbete
Syfte och nytta blir tydligare
Stegvis förfining
Tydligare fördelning av ansvar och risker
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5. What is Planisware
• “All in One” product
• Resource, Costs & Schedule Management
• From idea to launched product
• Extendible data model
• Open interfaces as a guiding principle
• Support for business rules/methodology:
• Workflows
• Templates, Planning libraries, Parametric estimations
• User profiles
• Stage-Gate certified
• Build in consolidations:
• Cost & Resources
• According to any axis
• Different classes of information: forecasts, budget,
actual, supply, demand
• Full web access
• Easy deployment
• Prepared for the next generation of mobile
applications
• Highly scalable: Millions of activities, thousands of
users
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Resource management
Capacity planning - Supply/demand process
May 30th, 2011
Pierre-Maudez Mennesson
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6. Project vs resource organization
Project manager is responsible for its own resources
• The project manager is the resource manager
• Typical of IT departments
• Most resources can be assigned directly without external approval
• Some resources can be borrowed to other project managers
Matrix organization
• The project manager is not responsible for its own resources
• The project manager requests resources to different line/resource managers
• Skills are a key element to specify the resource need to the resource managers
• Mainly business projects. Some IT organizations work this way as well.
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Capacity planning vs supply/demand model
Capacity planning
• Objective: Anticipate (critical) resource bottlenecks
• Mid/long-term prospective
• Update frequency: minimum relevant (twice a month)
• Level of detail: macro-level, not individual
• Consolidation at portfolio level
• Impact analysis with portfolio simulation
Supply/demand
• Objective: Individual resource assignment/manage matrix organization process
• Usually short/mid-term prospective
• Can be in a long term prospective if project is long
• More accurate, more dynamic
• Search for available resources based on skills
June 11
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7. Project manager schedule
June 11
Capacity planning
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8. Capacity planning: PM estimations
• Project manager does its mid/long-term resource estimations
• Update frequency: minimum relevant (once/twice a month), agreed across all organization
• Level of detail: macro-level, not individual
• Gantt-like or MS Excel-like style
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Capacity planning: PM estimations
• Project manager does its mid/long-term resource estimations
• Update frequency: minimum relevant (once/twice a month), agreed across all organization
• Level of detail: macro-level, not individual
• Gantt-like or MS Excel-like style
June 11
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9. Capacity planning: RM availability
• Resource manager updates resource availabilities of its resources and lines
June 11
Capacity planning: RM consolidation
• Resource manager consolidates the needs across all projects & initiatives
• Identify bottlenecks and under employed departments
• What are the projects responsible for bottlenecks?
June 11
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10. Capacity planning: RM consolidation
• Sort projects and initiatives per priority to identify the projects responsible for bottlenecks
June 11
Capacity planning: RM consolidation
• Possible corrective actions are: hire, outsource, postpone/kill projects & initiatives
• But this modifies real data: a simulation sandbox is needed.
June 11
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11. Capacity planning: RM portfolio simulations
• Possible corrective actions are: hire, outsource, postpone/kill projects & initiatives
• Simulate the solutions in a separate sandbox without affecting real data
• The simulation encompasses whole portfolio information: projects & resource availability
• Reflect the selected scenario into the current plan
June 11
Supply/demand
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12. Supply/demand process: PM estimations
• Resources requests specify the required skills
• Draft mode
June 11
Supply/demand process: PM request sending
• Send selected resource requests
June 11
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13. Supply/demand process: RM list of requests
• Collaborative space between PMs and RM
June 11
Supply/demand process: request details
• Search for available resources
June 11
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14. Supply/demand process: gantt mode
• RM search available resources matching skills
• Drag and drop from generic resource down to the individual
June 11
Supply/demand process: MS Excel-like mode
• RM search available resources matching skills
• Top: list of incoming resource requests
• Down: list of resources filtered on requested skills with availability and current supply for the selected
request above
June 11
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15. Supply/demand process: RM reporting
• Supply/demand
• Supply/availability
June 11
Supply/demand process: integration of RM supply in PM plan
• PM/RM workflow leading to integration of the supply back to the PM plan
• Automatic or manual modes
June 11
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16. Supply/demand process: PM reporting on level of supply
• PM/RM workflow leading to integration of the supply back to the PM plan
June 11
Supply/demand process: questions
• Link between project slippage and resource allocation
• The more dynamic, the more difficult
• Define this process mainly for critical resources and stable or mid/long term tasks
• The process is usable, the communication can be handled through the tool
• Short term allocation issues/crisis situation should be resolved on the phone/per email
• The tool in this case stores the information
June 11
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17. Financial tracking/time tracking
Monthly/weekly time entry by
project feed the system with
human resource actual costs
and increase the financial
tracking efficiency
List of time cards per resource.
Planisware provides with a time
entry workflow:
submission/validation/integration
Gå från administration till Analys
Do the Right Projects Do the Projects Right
Strategic Project
Orientation Development
Strategic
Budget constraints
Roadmap
Portfolio Performance
Simulation Detailed Project Management Launch
Roadmap
Idea Business Case & Resource Scheduling
Management Sales Market Analysis
© Copyright Planisware 2009
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18. Finns det en lösning på problemet,
är det onödigt att oroa sig.
Finns det ingen lösning på problemet,
är det meningslöst att oroa sig.
Hans Helighet Dalai Lama
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