7 reasons why you should adopt planningforce

7/31/2019 7 reasons why you should adopt PlanningForce

1/11

7 reasons why you shouldadopt PlanningForce


2/11

1. Optimize the Resource Usage

Your resources are placed at the center of your planning process to help you have a success-IXOKXPDQUHVRXUFHVWUDWHJ\IRUUHFUXLWLQJWUDLQLQJPRWLYDWLQJDQGUHZDUGLQJ\RXUVWD

Resources are at the center of your planning process

Find the right balance in your workforce

Now that you have an engine that allows you to plan and re-plan in seconds, you can start

doing things that are not feasible with other products on the market: you can test new work-

ing scenarios and therefore create the optimal workforce

You will describe your resources throughWKHLU VSHFLF UROHV VNLOOV OHYHOV H-

ciency, and calendars, so everyone can

be scheduled and used consistently and

HFLHQWO\DFFRUGLQJWRWKHLUFDSDFLW\

PlanningForce scheduling engine bal-

ances task timing and resource selec-

tion to create an optimal resource

planDQGVKRZV\RXKRZHFLHQWO\WKH

UHVRXUFHVDUHXVHG

Qualify and quantify, withthe PlanningForce tools andmethodology, the optimalworkforce in light of yourSURMHFWSRUWIROLR

Compare this optimumwith the existing workforceLQWHUQDODQGH[WHUQDO

Imagine and test scenariosthat match task require-PHQWV DQG UHVRXUFH RHUV

through simple HR tech-niques (recruitment, dismissal,training, use of contractors and

WHPSRUDU\ZRUNHUV

Set the optimal cost basedon estimated realistic pro-ductivity and adapt theVDODU\SDFNDJHDFFRUGLQJO\

Implement your decisionsDQG PRQLWRU WKHLU HHF-WLYHQHVV

2


3/11

&RQFHQWUDWHRQWKHPRVWSURWDEOHSURMHFWV

Planning is a concurrent process: new projects compete with existing ones for the use ofOLPLWHGUHVRXUFHV

*LYHPRUHLPSRUWDQFHWRWKHPDUJLQDOHHFWRIDSURMHFW

A particular project doesn't necessarily have a posi-

WLYH HHFW RQ WKH HQWLUH SRUWIROLR HYHQ LI LWV

H[SHFWHGLQFRPHVHHPVYHU\DWWUDFWLYH

That's why we give more importance to the mar-

JLQDOHHFWRIDSURMHFW than to its income or itsWKHRUHWLFDOSURW

Question to ask yourself before adding a new project:

,VWKHUHDODGGHGYDOXHRIDQDGGLWLRQDOSURMHFWSRVLWLYH"

Calculate the expected

revenues generated by your

existing project portfolio

Imagine and test several

planning simulations with

this additional project

Compare the revenue fore-

casts of each of these simu-

lations to the initial revenue

forecast

Reject this project if, at the

end of the project, the

cumulated CF has not been

increased

Modify the composition of

the existing portfolio to

make it globally more prof-

itable with the new project

WKDQZLWKRXWLW

OR

3


4/11

(QFRXUDJH3URMHFW'DUZQLVP

Among the reasons that explain why so many projects fail, one of the most important is cer-

tainly the lack of memory and/or transmission of previous experience

We propose you to use PlanningForce to encouragewhat could be seen as 'Project Darwinism', but is

nothing else than using all available data to

OHDUQWHVWUHWDLQDQGGLXVHWKHEHVWSUDFWLFHV

Create project templates and taskgroup templates &UHDWHVWDQGDUGUHVRXUFHSUROHV

8VHDFRPSHWHQFHPDWUL[DQGGHQHOHYHOVRIHFLHQF\

Use historical data to estimate risksVWDDEVHQFHVSURMHFWGHOD\VWDVN

GLFXOW\

Review your project lifecycle aftercompletion and understand the rea-

sons for divergence

Create benchmarks between similarprojects and retain the best planned /

achieved projects

Review your project lifecycle after

completion and understand the rea-sons for divergence

Don't consider projects in isolation

IURPRWKHUVEXWFDOFXODWHWKHLUPDU-JLQDOHHFW

4


5/11

3. Anticipate risk and problems

In PlanningForce, you will be able to anticipate the incidence of recurring problems byXVLQJWKHFRQFHSWRIULVNFRHFLHQWV

Anticipate the incidence of recurring problems

Simulate, compare and choose the most realistic plan

Risks, such as illnesses, unplanned tasks, longer

tasks, changes, and interruptions are frequent

WKURXJKRXWWKHOLIHRIWKHSODQ

These events are so frequent that we often have

VWDWLVWLFV IRU WKHLURFFXUUHQFH 7KDWVZK\ZHZLOOPRGHOWKHLURFFXUUHQFHDQGLQFRUSRUDWHWKHLUHHFW

LQWRRXUSODQV

By doing so, you will improve the reliability of the delivery dates, and certainly the cohe-

VLRQRIWKHWHDPWKHTXDOLW\RIWKHZRUNDQGWKHUHIRUHWKHSURWV

You can generate as many

planning variations as you

wish for the same Project

3RUWIROLR

You can change any informa-

tion and get a new adjusted

SODQLPPHGLDWHO\

Variations can be organized

into scenarios or simulations

WKDWFDQEHFRPSDUHGHDVLO\

This will allow you to:

Run what-if analyses to

assess the possible

impact of risks or newopportunities

Compare KPIs, apply score cards and display radar

views in order to deliver the most realistic plan consid-

ering your assumptions, your goals and constraints

Develop best case / worst

case scenarios

5


6/11

%HDVH[LEOHDV\RXUEXVLQHVVUHTXLUHV

$SODQLVRIWHQPDGHRQFHDQGQHYHUFKDQJHRULWLVRYHUVLPSOLHGZLWKURXJKHVWLPDWHV


7/11

5. Better performance of your PMO organization

7KHQDOVWDWHRIDSODQLVWKHUHVXOWRIHYHQWVWKURXJKRXWLWVOLIH

.HHSWUDFNDQGOHDUQIURP\RXUSURMHFWSRUWIROLRKLVWRU\

,QFUHDVH\RXUWXUQRYHUDQG\RXUSURWV

Initial construction of the plan

Scenarios you assessed

Simulations you tested

Successive progress statuses

Events that forced you to change course

7KHVHGLHUHQWVWDJHVDUHDpiece

of the history PlanningForce

keeps to help you better under-

stand your organization and its

environment and feed your learn-

LQJFXUYH

This material is priceless when

you have to share your planning

expertise or when you re-visit a

VSHFLFPRPHQW RI WKH SODQ DQG

test the relevancy of alternative

ZRUNLQJFRQJXUDWLRQV

Planning can be seen as one of the most powerful methodologies for performing SWOT

DQDO\VHV)URPVXFK6:27DQDO\VHV\RXFDQVWDUWHODERUDWLQJDQGLPSOHPHQWLQJVWUDWHJLHV

QRWMXVWWRUHGXFHFRVWVEXWDOVRWRLQFUHDVH\RXUWXUQRYHUDQG\RXUSURWV

QFUHDVHWXUQRYHURUDFWLYLW\

&UHDWHRUQGEXHUDFWLYLWLHV

8VHEXHUUHVRXUFHV

Anticipate and counter declines in

activity

Anticipate and counter disruptions

QFUHDVHSURWV

Specialize your activities

Specialize your resources

Adapt your pricing dynamically

Adapt third-party agreements

7


8/11

3URMHFWFUHDWLRQuse project and task group templates

Encodings: experiment innovative ergonomics to speed up your encodings

Navigation: QGVRUWUHDGRUHGLWDQ\GDWDLQMXVWRQHRUWZRFOLFNV

Exports: save any kind of data in a click and use it in other programs

Scalability: manage dozens or thousands of tasks and resources with the same ease

Scheduling: build an optimized schedule in seconds from short to long-term

Re-planning: take account of progress and changes and re-plan on the spotReports: generate and read intelligent reports as clear summaries, not novels

6. Stop time-consuming manual planning work

Get an optimized plan in seconds

,QZKLFKDUHDVGRHV3ODQQLQJ)RUFHKHOS\RXVDYHWLPH"

7KHUVWSKDVHRIDSURMHFWWKHGHYHORSPHQWRI

the project plan, typically requires a lot of your

WLPH

Even more work is required when you want toDOORFDWHUHVRXUFHVHFLHQWO\RUZKHQ\RXZDQW

WRFKDQJH\RXULGHDOSODQWRDUHDOLVWLFRQH

With PlanningForce, when you have to re-plan,

just hit the Scheduling button' and a new opti-

mized plan is delivered immediately!

PlanningForce focuses on drastically reducing the planning work and improving theTXDOLW\RIWKHSODQ Its planning engine builds an optimized plan in seconds, whether it is a

VLQJOHSURMHFWRUDSRUWIROLRRIKXQGUHGVRISURMHFWV

%\XVLQJ3ODQQLQJ)RUFHHQJLQH

:KLOHZRUNLQJ

8


9/11

7. One version of the truth across your organization

One of the goals of the PMO organization is to make sure everyone will be able to share and

XQGHUVWDQGWKHLQIRUPDWLRQWKHV\VWHPSURYLGHV

'HQH\RXUcompetence matrix in light

of the project requirements, not from HRlists

'HQH DQGDSSO\ SURMHFW WHPSODWHV as

much as possible and avoid 'free style'SURMHFWGHQLWLRQ

Avoid named-resource requirements and

encourage the use of skill requirements

instead

Stop duration-driven taskGHQLWLRQDQG

XVHWKHHRUWGULYHQRQHLQVWHDG

'RQRWHVWLPDWHWKHHRUWUHTXLUHGE\DWDVNLQUHODWLRQVKLSZLWKWKHFDSDFLW\RIDVSHFLF

resource, but do it as if it was handled by an average-skilled person

Basic recommendations

Break the walls between departments

Collaboration inside the PMO organization depends

on two factors:

The better you implement the following basic rules at the PMO organization scale, the

KLJKHUWKHUHWXUQRIXVLQJ3ODQQLQJ)RUFHZLOOEH

The harmonization of the planning techniques

The sharing of resources

9


10/11

Harmonizing planning techniques

Use one single competence matrix for all the departments

Unify the competence assessment procedures

Use one central repository as PM tool

Apply our recommendations for having "one version of the truth"

/RRNIRULQWHUQDOVROXWLRQVUVW

&UHDWH\LQJWHDPVDEOHDQGZLOOLQJWRZRUNLQGLHUHQWGHSDUWPHQWVEncourage the transparency about how and where resources are used

0RGHUDWHWKHLQXHQFHRIWKH30VLQWKHRUJDQL]DWLRQ

Give to everyone the same importance in the negociation processes

Increase the sharing of resources

10


11/11

Visit us atwww.planningforce.com

k&RS\ULJKWQWHOOLJHQW6RIWZDUH&RPSDQ\

7 reasons why you should adopt planningforce

Documents