Implementation Of Integrated Project Management And Resource Management System

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Implementation of Integrated Project
and Resource Management System

Agenda
» Introduction to Psion
» Why resource planning is important
» The Past
» Steps taken so far
 Setting up to do resource planning
• How projects are organized
• Who we view and see our resources
• Who controls what
• Subtitles in set up
 How do we plan?
• How
• Horizons
• Refinements

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1980
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Cold Chain
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1998
Field Service &
Asset Management
Courier & Postal
Retail & Direct Store
Delivery
Including…
…And Many More!
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Mounted Computers, with a rich history of mobile innovation

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Resource Planning why is it Important
» Profits and growth are driven by new products
 The key is knowing when to commit to new projects
• Standing Assumption
Psion is people constrained and not expense/capital
constrained
 Requires
• Clear, consistent, reliable identification of resource
supply and demand issues well in advance
• Single reliable and well-understood cross-functional
process for allocation of resources to projects

The Distance Past
» 2007 and earlier
 Solution Characteristics
• Excel
• Functional orientation
» Challenges
 Spreadsheet nightmare
• Everyone else’s spreadsheet is wrong!
• Project estimates ≠ Functional estimates
No concept of supply and demand
• Updating nightmare
• Done once a year
• Painful to set up
• Time to run a what if scenario – 5 to 7 days

The Near Past
» IT to the rescue with MS Project Server
 Common resource database and project definition!!
 Initial introduction of supply and demand
» Challenges
 Batch operation – cube build
 Updates take a long time
• Data is spread across individual projects
 Still needed Excel to run what if scenarios both for
budgeting and resources
 Stability issues

Today – Integrated Database Solution
» Along comes P6
» Major Concern
 P6 has the capability with real time results!
 The question:
• How do we use it without creating a monster!
We don’t have an army of planners!
• Company characteristics
Managers like to be in control
 Make things complex
 Stress the uniqueness of their function over other functions

Solution – How do we organize and
analyze our projects?
» Stared with the way we organize our projects and
how we want to analysis them
 EPS node primary structure
• Based on how we organize our projects which is the
opposite how we analyze the business
• Allows for easier maintenance
Structure is repeated over and over
 Project Codes – slice and dice the projects for analysis
• Limited the number – total 9
Goes against Psion belief’s
• Focused on the key ways we analyze the business

Solution – How do we view our
resources?
» Resource Structure – Start simple with the goal of
finding common structure between all groups
 Roles
• Reduce the number of roles from 96 to 14
191 in the Engineering Group
• Resource codes
Used in place of roles
 Reduced the number of roles to reduce and
 Increased our ability to do across group analysis
• Introduce generic role for planning

How do we see our resources
» Provide standard views and reports to promote
consistency in approach
 Overview Views
• Overload and under-load reports
 Assignment Views
• Functional
Person, Project
Project, Person
• Project
Function, Person

Overview of Resources –
Functional/Project

Functional View – Person Project

Functional View – Project Person

Project View – Project, Function,
Person

Determining who does what
» Who has access to which projects
 OBS in P6 controls who can see what projects
• We kept things simple it’s the same as our EPS
Assign users project access based on the EPS levels
they work with
» Determine who controls the data in a project
 Default anyone can view
 Use security profiles to control who can change the
data in a project and to make it seamless to the
organization
• This is not a trivial task!
Too easy to make too complex when coupled with the
OBS
 Creating an administrative nightmare!!

OBS

Security Profiles

Subtleties in Setting up Resource
Planning
» Calendars
 Global vs Project vs Resource
• Provide a board suite of global calendars
Avoided project and resource specific calendars
» Time
 Need to understand the number of hours in a year,
week, month and its impact when calculating FTEs
» Project Settings
 Agree as to how progress is tracked when using
resources

Calendars

Setting Project and Enterprise Options

Solution – How do we plan resources?
» Purpose:
 Define resource demand at the appropriate levels of
detail through the life-cycle of a project
 Describe resources in the supply pool to enable
matching of supply to demand most effectively
» Approach
 Develop a rolling wave planning philosophy for
resources - labour, expense and capital
 Foster collaborative planning – force the discussions
• Clear communication of demand / supply
requirements and status

Resource Demand Planning
- Portfolio Perspective
+3 mths > 24 mths
Planning Horizon
+15
+12
+9
+6
Today
Active
Projects
Planned
Projects
Budgetary
Projects
+18 +21
Legend
Resource Specific
Functional Generic
Function-Role Generic +
Resource Specific
Budgetary Projects:
 Projects are included in PDV
budgetary plans – not yet
approved to proceed
 Resource demand estimated to
Functional Generic level
Planned Projects:
 Projects are approved to proceed
but have not yet started
 Resource demand estimated to
Functional-Role Generic level,
and, selectively to the Resource
Specific level
Active Projects:
 Projects are in progress
 Short-term (0-3 mths) Resource demand
is expressed as Resource Specific
 Longer-term (>3 mths) Resource demand
is planned at Functional-Role Generic
level, and, selectively at the Resource
Specific level

Planning Refinements
» What about non-development project work?
 Solution
• Level of Effort and/or Constrained project
Overhead
Level R&D – floating time lines
Sustaining – capped at with dedicated people
• Few people are actually allocated to the projects
• Everyone can charge in to the project for unplanned work
» How do you show long term demand??
 Generic Resource
» What about unplanned work in a project?
 Activity to capture the hours between time reports
• Adjust schedules once identified

Resource Management
- Short-Term Process Overview
Planning Horizon
November
Dec Jan Feb
Week-1 Week-4
Week-3
Week-2
Step 1: Project Managers …
 review and confirm resource demand
for Planning Horizon;
 identify supply issues in Planning
Horizon
Step 2: Functional Managers …
 review and confirm resources
planned for all Platform Projects in
Planning Horizon;
Step 3: PMO …
 identifies Resource Management
planning issues during Planning Horizon:
 Generic resources not assigned;
 Specific resources over-assigned.
 communicates these issues to PM’s and
FM’s
Step 4: PMO …
 convenes meeting to resolve
Resource Management planning
issues identified in Step 3.

Summary
» Need to take your time and think about
 How to organize your projects
 How to view the information
 Who gets to change the data
 Dealing with subtleties
• You have to have a consistent and simple approach on
how to deal with exceptions

Implementation Of Integrated Project Management And Resource Management System

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