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

2

Resurshantering… En föränderlig värld

Projektförändringar

Personalomsättning

Konsulter

Kompetensutveckling

Initiativ - Projekt

…

3

Kommunikation…

Långsiktighet

När kan vi starta nya projekt?

Rekryteringsbehov?

Budgetprocesser…

Kompetensplanering

4

Dela och segra

Kapacitetsplanering

Pågående och

kommande projekt

BatchFramåtblickandeGruppnivåKompetensfokus

Resurshantering

Pågående projekt

RamverkErfarenhet

LöpandeKortare horisontIndividplaneringTidrapportering

Effekter

Proaktivt itället för (bara) reaktivt arbete

Syfte och nytta blir tydligare

Stegvis förfining

Tydligare fördelning av ansvar och risker

5

99

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

May 30th, 2011

Pierre-Maudez Mennesson

Resource managementCapacity planning - Supply/demand process

6

Project vs resource organization

June 11

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.

Capacity planning vs supply/demand model

June 11

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

7

Project manager schedule

June 11

Capacity planning

8

Capacity planning: PM estimations

June 11

• 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

Capacity planning: PM estimations

June 11

• 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

9

Capacity planning: RM availability

June 11

• Resource manager updates resource availabilities of its resources and lines

Capacity planning: RM consolidation

June 11

• Resource manager consolidates the needs across all projects & initiatives

• Identify bottlenecks and under employed departments

• What are the projects responsible for bottlenecks?

10

Capacity planning: RM consolidation

June 11

• Sort projects and initiatives per priority to identify the projects responsible for bottlenecks

Capacity planning: RM consolidation

June 11

• Possible corrective actions are: hire, outsource, postpone/kill projects & initiatives

• But this modifies real data: a simulation sandbox is needed.

11

Capacity planning: RM portfolio simulations

June 11

• 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

Supply/demand

12

Supply/demand process: PM estimations

June 11

• Resources requests specify the required skills

• Draft mode

Supply/demand process: PM request sending

June 11

• Send selected resource requests

13

Supply/demand process: RM list of requests

June 11

• Collaborative space between PMs and RM

Supply/demand process: request details

June 11

• Search for available resources

14

Supply/demand process: gantt mode

June 11

• RM search available resources matching skills

• Drag and drop from generic resource down to the individual

Supply/demand process: MS Excel-like mode

June 11

• 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

15

Supply/demand process: RM reporting

June 11

• Supply/demand

• Supply/availability

Supply/demand process: integration of RM supply in PM plan

June 11

• PM/RM workflow leading to integration of the supply back to the PM plan

• Automatic or manual modes

16

Supply/demand process: PM reporting on level of supply

June 11

• PM/RM workflow leading to integration of the supply back to the PM plan

Supply/demand process: questions

June 11

• 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

17

Financial tracking/time tracking

Monthly/weekly time entry by project feed the system withhuman resource actual costs

and increase the financialtracking efficiency

List of time cards per resource. Planisware provides with a time

entry workflow: submission/validation/integration

© Copyright Planisware 2009

Do the Right Projects Do the Projects Right

Budget constraints

Simulation

Business Case &

Sales Market Analysis

Portfolio Performance

Project Management

Resource Scheduling

Detailed

Roadmap

Project

Development

Strategic

Orientation

Launch

Strategic

Roadmap

Idea

Management

Gå från administration till Analys

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