How mature is YOUR resource management practice? Only 25% of respondents in our most recent GAUGE survey said they have reached a “Very Mature” level of resource management practice. This means that the vast majority of firms just like yours have a lot of improvements that can be made. Download the slides to take a look at how Nalas transformed their resource management practice.This is a great presentation, no matter if you think you are managing your resources really well, or if you could make some improvements. You will learn: *Where you fall on the resource management maturity scale (level 1-5) *What a practical deployment of an enterprise resource management practice looks like from Nalas *How you can move up the maturity scale To learn more, visit www.unanet.com

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Resource Management Maturity Model
How Would You Rate Your Resource Management Discipline?
Kim Koster
Unanet
Fern Sinclair
Nalas Engineering

2. © Unanet
If by optimizing resource allocation we can
increase utilization by 1% for a 100 person
company whose bill rate is $200/hour, that will
result in an annual revenue increase of
100 resources * 1920 hours * 1% * $200/hour =
$384,000 increase; a 2% increase results in
$768,000 increase, and so on and so on….
WHY FOR TODAYS WEBINAR

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How Mature is Your Resource
Management Practice?
• 55% say they have maturity
in resource management
• 45% say they are immature
in managing resources

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Resource
Management
Maturity Model
Level
01
Level
02
Level
03
Level
04
Level
05
Ad-Hoc
Or
Initial
People/Training
Policies and
Procedures
Tools/System
Culture/Vision
Project
By
Project
Org
Wide
Data
Driven
Continue
To
Improve
Minimal training on
process or tools – no focus.
Training is project specific on
policies and procedures. There
is some ad-hoc tools training.
Enterprise role-based training
on policies and procedures and
tools.
People are trained regularly and
certified on skills and tools.
Training is a part of the culture.
The enterprise is attracting top
talent and providing career
paths.
Very basic guidance that is
not enforced. The resource
management world is the
WILD WEST.
Most policies are for a single
project. Resourcing procedures
are project by project.
Policies and Procedures are
enterprise-wide and all in the
organization understand the
need for a comprehensive
resource planning discipline.
The organization uses metrics to
drive business decisions around
hiring and resource usage across
the enterprise.
KPIs and Metrics are tightly
coupled with organizational
goals to continue to advance
the success of the business.
Use of spreadsheets and
combo of tools (silos).
Using a project-based ERP with
fully integrated time/resource
management. Projects are
being resourced with combo of
manual and automated
operations.
Enterprise use of project-based
ERP. Resource plans are loaded
into a single tool and the
enterprise can see supply and
demand.
Enterprise use of project-based
ERP at an expert level. Role
based dashboards and reports
are delivered to resource
stakeholders real-time.
The ERP is providing all
necessary resource
management info to everyone
in the organization. The tool
and its information are part of
the fabric of the business.
We have always done it
this way? Spreadsheets
are cheaper to do resource
planning on even if
resources are on the
bench.
Need to improve project
performance and resource
planning is seen as a way to
help improve execution.
Resource Management is a key
part of the overall project and
org management. All recognize
the importance. Operating as a
matrix organization.
Resource Management metrics
are reviewed daily and the
information is reliable and
trusted for decision making.
Resource Management is seen
as a discipline with a career
path. C-suite has the desire to
continue to improve based on
results.

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Level 1 – Ad-Hoc or Initial
Initial: Achieving resourcing goals depend on individual effort and heroics. Work gets done but it
is not sustainable for the long term, and key staff may be lost to burn-out.
Level 1 to Level 2
• Agree as an organization that you are ready to mature your resource management practice!
• Create and document policies and procedures
• Policies should establish best practices for your organization
• Assure they will help the teams be successful
• Make sure there is a repository for easy access
• Feedback loop to make sure policies are being followed
• Create a self-audit plan
• Concentrate on the basics – resource names, availability, skills, and utilization
• Define Key Performance Indices (KPIs) for your project
• Provide role-based training on policies and procedures
• Evaluate tools and evaluate future needs
1
Level 1
Ad-Hoc
2
Level 2
Basic Management

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Do We Have to Be a Level 5?
As an organization, it is important to decide what level is needed to achieve your
business objectives. Some may say that level 3.5 is adequate and it will meet their
needs. Others might need a complete managed process that is striving for optimization
so a 4.3. Making that decision is key to establishing a roadmap and overall timeline.
1
Level 1
Ad-Hoc
2
Level 2
Basic Mgmt.
3
Level 3
Org Standards
4
Level 4
Managed Process
5
Level 5
Continuous
Improvement

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Benefits of Maturing Your Resource Management Practice
1. Improved visibility and control into enterprise resource needs and utilization
2. Improved predictability and understanding of overall performance
3. Common organizational standards ensuring consistent reporting, reduction
of rework, and reduced dependence on heroes.
4. Optimization of the project management staff allowing them to focus on
their customer, not on turning the crank.
5. More efficient communication within project teams and to senior leadership.
6. Delivery of real-time insight on project financials and enable resolution of
identified risks.
7. More on-time and on-budget projects which equals a delighted customer.

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Nalas Engineering
• Small business R&D firm specializing in the characterization, development, scale-
up, and transition of chemical processes
• Customer base comprised of various DoD agencies (requiring DCAA compliance!),
DoE labs, and commercial companies in the Pharma, Specialty and Fine Chemical
sectors.
• Resource Team (direct labor is comprised of engineers and scientists offering a
wide range of skills sets and experiences.
• Management team is focused on loading/leveling ~50 resources across ~40 active
projects at a given time to ensure “productive charging”
• Portfolio of projects ranges from low-risk multi-year efforts to fast-paced efforts
requiring heavy resourcing over short periods of time
• We administer/execute various contract types including T&M (commercial sector),
FFP and CPFF (Federal Government); revenue is recognized differently depending
on contract type.

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Contract Type
T&M
FFP
Billable
revenue-loaded
cost
Contract Type Revenue Profit Preferred
CPFP Fee
Contracted Financial
Value
Unburdened costs
(salaries + expenses) +
Burdened costs (OH,
fringe, G&A)
Contracted
value- loaded
cost
When skills can be identified
using labor categories and
resources can change frequently
To minimize financial risk;
when COGS is well-projected
When customer budget is
limiting agent
No. hours * bill rate
Rev Recognition
Each hour
charged
Milestone
Completion
As direct costs
are incurred

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Other Considerations...
• Long Term Govt R&D
• Slow and steady PoP? Flexibility to redirect resources to higher demand projects
• Technical progress/billing is based on completing milestones (FFP)
• Many technical unknowns; billing is based on actual costs on monthly basis(CPFF)
• Period planning/budgeting may be month at a time
• High demand with short PoP (Pharma; higher profit margins!)
• Fast paced with high burn rate; need ability to redirect resources as needed to
meet customer objectives
• Technical progress is based on WBS; task driven
• Billing is based on monthly T&M charges
• Period planning/budgeting may be week at a time

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The Business of Services-Based Project Company
KEY METRICS
Gross Revenue: Top LineRevenue per hour paid
Gross Profit %: Revenue - COGS
Direct Labor Cost Per
Employee
Net Income %: Bottom Line
Revenue - COGS – Indirect Expense
ROI on Total Labor Cost
(direct + indirect)
People Business

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Key Business Metrics from a Single Project
Report (The JSR)
Total RevenueGross Revenue: Top Line
Total Revenue – (Direct Labor +
Total ODC)
Gross Profit: Revenue – COGS
(COGS; direct labor costs and
materials)
Total Revenue – Total Project Cost
= Billable Net Margin
Net Income: Bottom Line
Revenue – COGS – Indirect
Expenses
Business Metric Project Cost Summary Report Line(s)

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Key Metrics: Making Money on People’s Time
Also consider: Project Actuals Summary Report for to view Billable Revenue and/or Cost by Labor Hours

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Project Flow – T&M Short-Term Project

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Resource Planning3
Project Bid1
Project Initiation2
Resource
Assignment4
Project Execution5
Project Close-Out6
Best practices demonstrated
in this presentation will
address all billing types (CP,
T&M, and FP)
Metrics Reporting
(Plans)
Metrics Reporting
(Plans)
Metrics Reporting
(Forecast)

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Step 1: Project Setup and Controls for Monitoring:
Considerations:
• Select the appropriate time reporting settings to ensure accurate data is captured when forecasting/reporting billable revenue
• Does the project require tasks for time reporting (requires resources to select tasks on their timecard)
• The PM has the power to control access to time reporting (prevent unnecessary charging); and keep things in check!

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Step 1: Project Setup and Controls for Monitoring:
Considerations:
• Select a project approver to approve hours/expenses charged to a project (ensures resources are charging as
planned/budgeted)
• Determine method and criteria for receiving project alerts with regards to project metrics of interest (e.g. revenue, cost,
hours)

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Step 2: Resource Considerations:
Considerations:
• What skill set is required to complete the project?
• Who is available?
• What labor category?
Unanet Report:
• People resource allocation
• Provides resource % workload within desired time period
• Can be viewed as people plans or people assignments
Determine potential resources
• Determine appropriate resources to plan based on skill set and
availability
Project Forecasting & Assigning (Time and Materials)

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Step 1: Project Planning Considerations:
Rich Wilkinson | 3/13/2019 19
Plans: No Plans
Assignments:
Organizational
Assignments
5
0
Plans: No Plans
Assignments:
POP-Based no
hour budgets
1
2
3
4
Plans: No Plans
Assignments:
POP-Based with
hour budgets
Plans: POP-
Based with hour
budgets
Assignments:
POP-Based with
hour budgets
Plans:
Periodic Labor
with hour
budgets and
expense plans
with costs
Assignments:
Periodic Labor
with Hour and
Expense
Budgets with
Costs
Plans:
Establish baseline
containing periodic
plan with hour
budget
Assignments:
Future
Assignments with
Hour and Expense
budgets with Costs
are rebalanced to
support EAC

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Project Forecasting & Assigning (Time and
Materials)
Report: People planner — plan with grid
• Map out resource hours over set time period
• Consider project requirements, resources, and skill set
Step 3: Project Planning
Information from customer:
• Project budget: $69,500 ($1,000 for materials), Project Duration ~ 11 weeks
Report: Expense planner — plan with grid
• Input material budget

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Project Forecasting & Assigning (Time and
Materials)
Report: Periodic Cost Summary bar and line
chart
• Forecasts the project cost based on plans
(people plans + expense plans)
• View project cost and project revenue with
cumulative totals
Step 3: Project Planning
Information from customer:
• Project budget: $69,500 ($1,000 for materials), Project Duration ~ 11 weeks

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Project Forecasting & Assigning (Time and
Materials)
The Synergy of Reports
• The people plan can be altered to change the outcome of the cost summary bar chart to meet project budget
(consider switching labor categories, reducing hours…)
• Once the plan matches the project budget the plans can be converted to assignments
Step 3: Project Planning
Alter plan to
meet project
budget
(balance
labor
categories)

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Project Success: Tracking Revenue, Productivity,
and Profitability
• Project budget
• Project revenue
• Remaining
budget
• % expended
Step 4: Monitoring Project Success
Unanet provides accurate data in real time
Unanet Report: Project Control Panel (Summary Report)
• Snapshot of projects’ current financial status
• Indication of financial status but
no indication on project progress
w.r.t deliverables

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Project Success: Tracking Revenue, Productivity,
and Profitability
• Unanet Report: Project Periodic Performance
• Captures resources contribution per task
• View hours charged or billable costs
• Identifies tasks that are heavy on resources
• Metric to measure project progress vs budget
Step 4: Monitoring Project Success
Unanet provides accurate data in real time

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Project Success: Tracking Revenue, Productivity,
and Profitability
• Unanet Report: Project Periodic Forecast
• Captures actual expenditures to date combined with forecasted plans
• Metric to measure if project finance and progress are on track
with original plan
• Identifies if new plans and assignments are required
Step 4: Monitoring Project Success
Unanet provides accurate data in real time
Project budget =
$69,500
Project Forecast =
$74,525
Need to edit plans
and re-forecast.

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Across the Organization
Continuous and Real-Time!
Project (re)forecasting
Project assigning
Project monitoring
(actuals + plans)
Revenue
Profit
Productivity

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Unanet is the Best Resource Management Tool on
the Market Today!

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Dial-in Your Resource Plan with Realtime Information

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Integrates with 3rd Party Payroll Providers
Plan Execute Monitor Invoice Account
• CRM & Pipeline Mgmt.
• Purchase Requisition
• Budgeting & Revenue
Forecasting
• Resource Scheduling
• Skills Mgmt.
• Scenario Planning
• Pricing
• Timesheets
• Expense Reports & Per
Diems
• Purchase Orders
• Approvals
• Collaboration and
Notes
• Contract Mgmt.
• Real-Time Dashboards
& KPIs
• Project Status,
Utilization, & Burn Rate
• Open Commitments
• Gross & Net Margin
• % Complete & EVM
• Backlog
• GAAP Compliance
• Billing & Invoicing
• T&M, FP, and CP
• Revenue Recognition –
As Worked, % Complete
& Schedules
• General Ledger
• Accounts Payable
• Accounts Receivable
• Cost Pools
• Indirect Rates
• PO Match: 2-Way or 3-
Way Match
One Software for Projects, People & Financials

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31. © Unanet
Thank You!
We’d Love to Hear from You
Kim Koster
Product Marketing Evangelist,
Unanet
kkoster@Unanet.com
Fern Sinclair
Project Manager Nalas Engineering
fern.sinclair@nalasengineering.com