Too many services organizations and internal IT departments continue to struggle with how to address the complex challenges of managing human capital efficiently and effectively. This struggle has contributed to project performance failures exceeding 35%. Consistent and predictable deployment and utilization of project based resources is the difference maker for achieving peak project performance while minimizing labor costs. This presentation provides key trends in resource management best practices across the industry and some of the issues that challenge the application of these 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

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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
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6. The SaaS delivery model is changing the characteristics of projects, affecting
resource management processes.
Key Trends
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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
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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
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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
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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®