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Resource Management Resource Management Example Using Microsoft Example Using Microsoft

ProjectProject

Terri Hopkins, PMPTerri Hopkins, PMP

Highlights for ChildrenHighlights for Children

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Resource Management Discussion Resource Management Discussion OutlineOutline

1.1. Define roles & termsDefine roles & terms Portfolio & Portfolio ManagerPortfolio & Portfolio Manager Program & Program ManagerProgram & Program Manager Project & Project ManagerProject & Project Manager

2.2. State how the current IS environment State how the current IS environment impacts HFC Projects impacts HFC Projects (PMO Perspective)(PMO Perspective) Give a Typical example of my worldGive a Typical example of my world Challenges & IssuesChallenges & Issues

3.3. Tools to help you manage your work Tools to help you manage your work portfolioportfolio

4.4. Demo export of MS Project data to ExcelDemo export of MS Project data to Excel5.5. Review Excel reports & Templates Review Excel reports & Templates 6.6. Lessons LearnedLessons Learned

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What is my role at HFC?What is my role at HFC?Program Manager, PMOProgram Manager, PMO

Responsible for multiple project managersResponsible for multiple project managers

Responsible for the performance of Project Responsible for the performance of Project Management by Project Managers reporting to meManagement by Project Managers reporting to me

Ensure that project management is applied Ensure that project management is applied consistently and effectively across the projects consistently and effectively across the projects managed by the PMO (typically large project; managed by the PMO (typically large project; occasionally medium projects)occasionally medium projects)

Ensure all PMO managed projects come in on-time, Ensure all PMO managed projects come in on-time, on-budget and meet Customer Expectations.on-budget and meet Customer Expectations.

Management & Integration: Integration efforts across Management & Integration: Integration efforts across PMO project; continuously assess and refine PMO project; continuously assess and refine approaches and plans, and ensures good approaches and plans, and ensures good communication (written & verbal).communication (written & verbal).

Corporate training on Project Management topicsCorporate training on Project Management topics

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Define TermsDefine Terms Portfolio & Role of Portfolio ManagerPortfolio & Role of Portfolio Manager

Program & Role of Program ManagerProgram & Role of Program Manager

Project & Role of Project ManagerProject & Role of Project Manager

(Definitions are from PMI and from Wideman (Definitions are from PMI and from Wideman ComparativeComparative

Glossary of Project Management Terms V2.1)Glossary of Project Management Terms V2.1)

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What is a Portfolio?What is a Portfolio?

A A collection of projectscollection of projects and/or and/or programsprograms and other work that is and other work that is grouped togethergrouped together to to facilitatefacilitate the the effective managementeffective management of that work of that work to meet to meet strategic business strategic business objectives.objectives.

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Role of Portfolio Manager?Role of Portfolio Manager?This person is typically a senior managerThis person is typically a senior manager

and…and… Needs an advanced understanding of Needs an advanced understanding of

Project/Program ManagementProject/Program Management Plays a key role in project prioritization Plays a key role in project prioritization Makes sure there is a balance of components;Makes sure there is a balance of components;

Ensuring that they align with strategic goals Ensuring that they align with strategic goals Measures value to the organization through Measures value to the organization through

investment instruments, such as:investment instruments, such as: Return on Investment (ROI), Return on Investment (ROI), Net Present Value (NPV) and Net Present Value (NPV) and payback period (PP), etc payback period (PP), etc

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What is a Program?What is a Program?

A set of A set of projectprojects with a commons with a common strategic strategic goalgoal A group of related A group of related projectprojects that is s that is managed togethermanaged together ProgramsPrograms usually include an usually include an elementelement of of ongoing ongoing activityactivity An endeavor of considerable An endeavor of considerable scopescope encompassing a number of encompassing a number of projectprojects s

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What is the Role of Program What is the Role of Program Manager?Manager?

The person responsible for a The person responsible for a ProgramProgram. . This responsibility encompasses theThis responsibility encompasses the following:following:

PlanPlanning,ning, FundingFunding, , SchedulScheduling,ing, Prioritizing Prioritizing resourcesresources TimeTimely ly completioncompletion of of projectprojects s (on a (on a prioritypriority basis with established basis with established constraintsconstraints.).)

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What is a Project?What is a Project? A project is a A project is a temporarytemporary endeavor endeavor

undertaken to create a undertaken to create a uniqueunique productproduct or or serviceservice. .

TemporaryTemporary means that every project has a means that every project has a definite beginning and a definite ending. definite beginning and a definite ending.

UniqueUnique means that the product or service means that the product or service is different in some distinguishing way is different in some distinguishing way from all similar products and services. from all similar products and services.

ProjectsProjects are often are often critical componentscritical components of of the the performing organizations’performing organizations’ business business strategystrategy. .

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What is the Role of Project What is the Role of Project Manager?Manager?

The person with the overall responsibility for The person with the overall responsibility for the the

projectproject. .

The The ProjectProject ManagerManager needsneeds to ensure: to ensure: tasktaskss are schedule are scheduledd,, allocatedallocated and and completecompletedd in accordance with in accordance with

project schedulesproject schedules,, budget budgetss and and

quality requirements. quality requirements.

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In order to truly appreciate the need for a In order to truly appreciate the need for a tool like Project Servertool like Project Server

One would have had to experience, One would have had to experience, understand & execute the steps required, understand & execute the steps required, “the old fashion way”“the old fashion way” using a manual using a manual process. process.

Let’s look at a simple analogy to this Let’s look at a simple analogy to this statement… statement…

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A simple analogy of A simple analogy of ‘old school’‘old school’ versus versus ‘new ‘new school’school’ would be like would be like ‘going fishing’ ‘going fishing’ you you would need to: would need to:

1.1. Buy your bait;Buy your bait;2.2. Load your rods, tackle and bait in the boat;Load your rods, tackle and bait in the boat;3.3. Gas up the boat;Gas up the boat;4.4. Select a body of water to fish inSelect a body of water to fish in5.5. Launch your boatLaunch your boat6.6. Bait your hook and cast your line – Bait your hook and cast your line – All of thisAll of this …. ….

JUST TO CATCH A FISH!JUST TO CATCH A FISH!

With regard to With regard to Project ServerProject Server: you can : you can accomplish the same objective by merely accomplish the same objective by merely ‘pushing a button’‘pushing a button’ and waiting for your fish to and waiting for your fish to appear.appear.

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A wise person once said:A wise person once said:

““It’s the Journey, not the It’s the Journey, not the destination that causes one to destination that causes one to appreciate the process”appreciate the process”

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Typical Typical exampleexample of my world! of my world!

PMO is often pulled into projects at various PMO is often pulled into projects at various stages in the Project Life Cyclestages in the Project Life Cycle

PMO could manage several critical projects PMO could manage several critical projects at the same time at the same time (medium and large)(medium and large)

These critical projects share many of the These critical projects share many of the same key resources & report to different same key resources & report to different (cross/functional) managers(cross/functional) managers

Continued…………Continued…………

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Typical Example Continued…..Typical Example Continued…..

All of the critical projects have end dates that are All of the critical projects have end dates that are dictated by the sponsor dictated by the sponsor (often before project (often before project begins)begins)

The projects are all budget constrained The projects are all budget constrained

All three critical projects are managed by All three critical projects are managed by different Project Managers (separate project different Project Managers (separate project schedules, project plans, etc….) schedules, project plans, etc….)

The real ‘gotcha’ of it allThe real ‘gotcha’ of it all: Priorities differ, not : Priorities differ, not only External to IS, but internal to IS as well!only External to IS, but internal to IS as well!

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Challenges……Challenges……

Silo departments in ISSilo departments in IS Priorities differ across each of the Priorities differ across each of the

departmentsdepartments Medium & Large projects typically cross Medium & Large projects typically cross

departments/functions departments/functions The same key resources are often The same key resources are often

committed on all critical projects as they committed on all critical projects as they alone are the knowledge experts.alone are the knowledge experts.

Resources are often put in middle and Resources are often put in middle and expected to complete all work expected to complete all work commitments (forcing some to work 50-commitments (forcing some to work 50-60+ hours week) 60+ hours week)

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Additional Challenge for Project Additional Challenge for Project ManagersManagers

Gateway SystemGateway System Timesheet reporting system used to Timesheet reporting system used to

feed chargeback reporting NOT a feed chargeback reporting NOT a scheduling toolscheduling tool

Feeds workload planning sheets Feeds workload planning sheets (manually)(manually)

Should be owned by Resource ManagersShould be owned by Resource Managers Dual entry by Project Managers Dual entry by Project Managers

(Gateway & MS Project) (Gateway & MS Project)

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Challenges Continued ……..Challenges Continued ……..

Project schedules Project schedules NOTNOT Dynamic Dynamic Check listsCheck lists

Program Manager evaluates each Program Manager evaluates each schedule schedule (cross project resource (cross project resource constraints)constraints) independently & independently & manually summarize in order to manually summarize in order to present to senior managementpresent to senior management

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ISSUESISSUES

Sponsor’s dictates project end datesSponsor’s dictates project end dates Resource commitments made by RM’s to Resource commitments made by RM’s to

PM’s – NO resource workload plan to PM’s – NO resource workload plan to evaluate availabilityevaluate availability

Resources pulled by PM’s Resources pulled by PM’s (squeaky wheel (squeaky wheel syndrome)syndrome)

IS Work demands continue to increase IS Work demands continue to increase while Human resource capacity remains while Human resource capacity remains constant – forcing resources to work 50-constant – forcing resources to work 50-60+ hours week.60+ hours week.

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ISSUES Continued…..ISSUES Continued…..

Estimates do not reflect new technologyEstimates do not reflect new technology

NONO historical estimates historical estimates

Business Units contact resource Business Units contact resource managers directly – circumvent the IS managers directly – circumvent the IS work flow process work flow process (often no (often no documentation noting the request or documentation noting the request or estimates exist)estimates exist)

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Complaints of Resource Complaints of Resource Managers?Managers?

Silo mentality (direct challenge from Silo mentality (direct challenge from senior management when managers senior management when managers complain)complain)

Lack of Executive focus/directionLack of Executive focus/direction Lack of Corporate and Departmental Lack of Corporate and Departmental

Prioritization (squeaky wheel)Prioritization (squeaky wheel) Inability to say NO without it being viewed Inability to say NO without it being viewed

as a negativeas a negative Cultural changes & resistance to changeCultural changes & resistance to change

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In order to get Senior Management In order to get Senior Management to realize that problems exist?to realize that problems exist?

The Program manager was forced to The Program manager was forced to analyze and summarize project data analyze and summarize project data across all projects.across all projects.

This was a time consuming & tedious This was a time consuming & tedious process process

If this had not been done the risk to If this had not been done the risk to

the projects coming in “on-time” or the projects coming in “on-time” or “on-budget” would have been “on-budget” would have been extremely high!extremely high!

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What did I do to get Executives to What did I do to get Executives to address Project Issues & Risks?address Project Issues & Risks?

Provided Executives data in order to Provided Executives data in order to make needed decisionsmake needed decisions

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What data (information) did I What data (information) did I summarize for Executives?summarize for Executives?

How resources perform (Earned Value How resources perform (Earned Value Analysis) Analysis) Evaluate each project separately & Evaluate each project separately &

determine the potential impact on other determine the potential impact on other projects that share the same resourcesprojects that share the same resources

Trends Trends (e.g. performance compared to (e.g. performance compared to Estimates & Commitments)Estimates & Commitments)

Planned vs Actuals Planned vs Actuals (Resource workloads)(Resource workloads) Production support impacts? Production support impacts? (Resource (Resource

workloads)workloads) Project end-date impacts given Project end-date impacts given

resource constraints; performance and resource constraints; performance and trendstrends

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Additional Challenges?Additional Challenges?

Resource Manager owns the Resource Manager owns the resources; NO workload resources; NO workload managementmanagement

Project Manager makes project time Project Manager makes project time and cost commitments to the and cost commitments to the sponsor based on resource estimates sponsor based on resource estimates and commitments made by resource and commitments made by resource managers.managers.

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Should the Project/Program Should the Project/Program Manager assume the project is Manager assume the project is

in trouble?in trouble?

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First things first…..First things first…..

Is the project really in trouble?Is the project really in trouble?

Sometimes a project has problems, but the Sometimes a project has problems, but the problems are not significant enough for problems are not significant enough for the project to be considered troubled.the project to be considered troubled.

So, first validate that you actually have a So, first validate that you actually have a problem by seeing whether the project is problem by seeing whether the project is within acceptable tolerances..……..within acceptable tolerances..……..

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It is important to understand your It is important to understand your tolerances… tolerances…

…… …….. because the project may be trending .. because the project may be trending over budget or past the deadline, but still over budget or past the deadline, but still may be in an acceptable range and not may be in an acceptable range and not considered a troubled project and grounds considered a troubled project and grounds for alarm.for alarm.

However, we can’t merely assume that However, we can’t merely assume that everything will take care of itself. This is everything will take care of itself. This is why it’s extremely important to why it’s extremely important to continuously evaluate the project data, continuously evaluate the project data, and note any impacts to other projects!and note any impacts to other projects!

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In order to analyze project impactIn order to analyze project impact

With regard to resource constraints – it’s With regard to resource constraints – it’s important to look at how well the resources important to look at how well the resources are performing, based on their estimates…..are performing, based on their estimates…..

This is done by analyzing resource This is done by analyzing resource performance indicators – these indicators performance indicators – these indicators are available in MS Project once you setup are available in MS Project once you setup the tool to evaluate them….. (Earned the tool to evaluate them….. (Earned Value Analysis)Value Analysis)

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Earned Value emphasisEarned Value emphasis Address the following indicators for each Address the following indicators for each

Key resource on potentially troubled Key resource on potentially troubled projects:projects:

SPISPI (Schedule Performance Indicator) – (Schedule Performance Indicator) – when < 1; indicates that the project is when < 1; indicates that the project is behind schedulebehind schedule

CPICPI (Cost Performance Indicator) – when (Cost Performance Indicator) – when < 1; indicates the project is over budget < 1; indicates the project is over budget

EACEAC (Estimate at completion) – Prediction (Estimate at completion) – Prediction of the final cost given resource of the final cost given resource performance to date. performance to date.

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What process do I follow in order to What process do I follow in order to obtain the needed data?obtain the needed data?

Run projects by exporting MS Project Schedules Run projects by exporting MS Project Schedules (separately) into Excel spreadsheet.(separately) into Excel spreadsheet.

This data is sorted; filtered, grouped; and This data is sorted; filtered, grouped; and summarized as neededsummarized as needed

Analyze data and determine level of reporting Analyze data and determine level of reporting needed, based on the audience (e.g. Resource needed, based on the audience (e.g. Resource Mangers, Project Managers, Executives)Mangers, Project Managers, Executives)

Challenge: Extremely time consuming (weekly effort = several hours to pull data and format the reports prior to analyzing the data)

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What was developed to assist me What was developed to assist me in this effort?in this effort?

Formatted a Blank Excel report to use Formatted a Blank Excel report to use over-and-over over-and-over (copy weekly with new (copy weekly with new name)name)

Created an Excel MAP – Resource data – Created an Excel MAP – Resource data – use use over-and-over as needed over-and-over as needed

Templates:Templates: Individual workload planning sheetsIndividual workload planning sheets Resource Summary PlanResource Summary Plan

Process to pull data & develop the needed Process to pull data & develop the needed reportingreporting

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Business Case (Example)Business Case (Example) 2 Critical Projects (Critical Project 1 & 2)2 Critical Projects (Critical Project 1 & 2) Today’s date is: June 1, 2004Today’s date is: June 1, 2004

Resources span 4 department (Application Services; Database Resources span 4 department (Application Services; Database Services; Project Management Services; Network Services)Services; Project Management Services; Network Services)

Application Services has 2 Business Analysts (BA1 & BA2)Application Services has 2 Business Analysts (BA1 & BA2) BA1 is assigned to Critical Projects 1 (30%) & 2 (30%)BA1 is assigned to Critical Projects 1 (30%) & 2 (30%) BA2 is also assigned to Critical Projects 1 (30%) & 2 (30%)BA2 is also assigned to Critical Projects 1 (30%) & 2 (30%)

BA1 decides to work 60% on Critical project 1 (determined at the BA1 decides to work 60% on Critical project 1 (determined at the time of analysis), because his manager indicated that Critical Proj1 time of analysis), because his manager indicated that Critical Proj1 is of greatest importance! He planned to work 60% on Critical is of greatest importance! He planned to work 60% on Critical project2 upon completion of his work on Critical Project 1. project2 upon completion of his work on Critical Project 1.

PM on Critical Project 1 is concerned because BA1 has 80 hours PM on Critical Project 1 is concerned because BA1 has 80 hours that should have been finished; and noted that DBA1 is waiting on that should have been finished; and noted that DBA1 is waiting on info. from BA1 before he can begin his planned work for critical info. from BA1 before he can begin his planned work for critical project1. This has put the DBA1 resource behind already by 1 project1. This has put the DBA1 resource behind already by 1 week.week.

The PM is struggling with resource priorities dictated by the The PM is struggling with resource priorities dictated by the Resource Manager of BA1, and can’t convince the RM that he Resource Manager of BA1, and can’t convince the RM that he needs to work on Critical project 1.needs to work on Critical project 1.

This is an example of when I would get involved…… This is an example of when I would get involved……

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Steps to Export MS Project data to Steps to Export MS Project data to Excel? Excel?

1.1. Open project schedule Open project schedule 2.2. Change the save as type to Microsoft Excel Change the save as type to Microsoft Excel

Workbook (.XLS)Workbook (.XLS)3.3. (Optional: Change the name of the file being (Optional: Change the name of the file being

created by way of the Export) created by way of the Export) 4.4. Export Wizard kicked off Export Wizard kicked off 5.5. Click on data format (Select Data) -> Next Click on data format (Select Data) -> Next 6.6. Select MapSelect Map

Check Type of DataCheck Type of Data Check AssignmentsCheck Assignments Microsoft Office Excel Options:Microsoft Office Excel Options:

Check Export include headers -> FinishCheck Export include headers -> Finish

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DEMODEMO

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Assess/discuss data on Excel Assess/discuss data on Excel ReportsReports

Sample reports included in packetsSample reports included in packets

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Review reports in packetReview reports in packet Resource Assignment Reports Resource Assignment Reports (examples used in (examples used in

presentation)presentation) Look at trends; performanceLook at trends; performance

Individual Work Load Planning sheetIndividual Work Load Planning sheet Used for discussion with Resource ManagersUsed for discussion with Resource Managers Look at commitments; resource workloads; prioritiesLook at commitments; resource workloads; priorities

IS Department Summary PlanIS Department Summary Plan Used to communicate to executivesUsed to communicate to executives Assess project risks and make resource prioritization Assess project risks and make resource prioritization

decisionsdecisions Review priorities across projectsReview priorities across projects

Review commitments across projects & timelinesReview commitments across projects & timelines

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Challenge for IS Executives?Challenge for IS Executives?

EducateEducate the Business Units on the the Business Units on the need for need for prioritizationprioritization & help them & help them understand why it’s necessary & understand why it’s necessary & vital to the success of their projects vital to the success of their projects and to the Corporation as a whole.and to the Corporation as a whole.

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Lessons Learned (Tips)Lessons Learned (Tips)Top 3 PMO Commandments:Top 3 PMO Commandments:

Clearly define deliverablesClearly define deliverables Measurable deliverablesMeasurable deliverables Ownership established on deliverablesOwnership established on deliverables

Consistency in key-stakeholder reportingConsistency in key-stakeholder reporting Provide status on: time; budget; issues; risks; Provide status on: time; budget; issues; risks;

key-success factorskey-success factors Determine the various levels and types of Determine the various levels and types of

reporting needed to help executives make reporting needed to help executives make decisionsdecisions Key-stakeholder reporting with Earned Value Key-stakeholder reporting with Earned Value

information & create and maintain dynamic information & create and maintain dynamic schedulesschedules