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Resource
Management Maturity Model™
-- RMMM --
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Agenda
• RMMM Business Drivers
• What is the RMMM?
� Objective
� Structure
� Benefits
• Development Process
• RMMM Overview
� RMMM at Glance
� RMMM Levels
� RMMM Dimensions
� Terminology
• RMMM Drill-Down
• Conclusions
• Next Steps & Q&A
Wayne
Caccamo
PrasadRaje
Resource Management Maturity Model™ Webinar
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Business DriversSo, why do we need another maturity model?
Help NeededRM initiative failures are largely the result of over- or under-investing in process complexity and tools relative to resource info needs.
Fills a voidPPM maturity models exist at a higher level, but there is no guidance exclusively focused on Resource Management.
Large AudienceEverybody’s doing resource management at some level of complexity.
Strong Value PropositionGetting resource management “just right’ is critical to IT and business success.
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Business Drivers (cont.)
� “What are these resources working on?”
� “Why is it so difficult to take on new projects?”
� “How come these resources are always overbooked, don’t
you control how work gets assigned to resources?”
� “Will we have enough available capacity in three months to take on these new important projects?”
� “Do we have the right mix of skills to meet project demand?”
� “What is the cost of this group of resources for this month
on this set of projects?”
� “How do I de-prioritize the work already under way to make room for new work?”
� “Can you spare this one critical resource for this period?
In practical terms, the RMMM better positions the IT or PMO
organization to be able to answer nagging questions like:
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What is the RMMM?
The Resource Management Maturity
Model™ (RMMM) enables organizations to
define and execute an effective resource
management strategy.
It accomplishes this by helping
stakeholders in resource-constrained
environments better align resource-related
information needs with their level of PPM
process and technology maturity.
Optimized
ResourceDeployment
Information
Needs
Process Maturity Technology
OBJECTIVE
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What is the RMMM? (cont.)
The RMMM identifies a logical progression of
resource and capacity management process
sophistication which is enumerated as five
levels of maturity.
Each level of maturity is described along
seven common dimensions.
1 2 3 4 5
STRUCTURE
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Benefits to Practitioners
TARGET BENEFITS
Provide resource stakeholders with a framework and common language for communicating about resource management
objectives, issues and outcomes.
Deliver a roadmap and a guide to help characterize the optimal, aspirational level of
maturity.
Expose clearly the implications and consequences of operating at a particular level of resource management.
Provide critical guidance in the PPM software solution selection process.
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Maturity Model Development Process
Version 1 is a hypothesis based on…
G5000 Enterprise InputCustomers, Prospects, Others
Industry Analyst
ReviewGartner
Internal ExpertiseDeployment Managers,
Consultants
Your input appreciated for Version 2
Sources
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RMMM Levels Defined
WORK
VISIBILITY
CONTROLLED
ASSIGNMENT
GOVERNED
CAPACITY
SCHEDULE-DRIVEN
AVAILABILITY
GRANULAR
MANAGEMENT
Level 1 Level 2 Level 3 Level 4 Level 5
The focus shifts to capacity management and the introduction of project priority
considerations
requiring more structured governance.
The resource assignment approval and capacity management processes are driven by project schedules at the phase level.
Full task-level project schedule details are used to drive the resource assignment and capacity
management
processes.
Organizations have visibility to who is working on what. However, resources are assigned to work without any control or oversight.
A formal resource assignment approval process is introduced. However, approvals are informed only by resource availability.
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RMMM Dimensions
WORK
VISIBILITY
CONTROLLED
ASSIGNMENT
GOVERNED
CAPACITY
SCHEDULE-DRIVEN
AVAILABILITY
GRANULAR
MANAGEMENT
ASSIGNMENT
GRANULARITY
PROJECT
ROLES
RESOURCE
COST
RESOURCE
APPROVAL
CAPACITY
PLANNING
GOVERNANCE
BUSINESS
VALUE
Level 1 Level 2 Level 3 Level 4 Level 5
Process for addressing availability constraints and business priorities
Detail of work assignment and consideration of non-project work
Treatment of potential project roles and associated attributes/properties
Cost by project, phase, task; plan or actual, etc.
Characteristics of assignment approval process (or lack thereof)
Business benefit at this level of maturity
The body (if any) that oversees PPM/RM processes and decision-making
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Assignment Granularity Dimension
Resource
Utilization (%)
Resource
Utilization (%)
Level 1/2
Level 3
Resource
Utilization (%)
Level 4
Resources are assigned a fixed/constant utilization
percentage for the duration of the project
Resource utilization can vary within duration of a
project
Resource utilization can vary by project phase
(driven by project WBS)
Resource
Utilization (%)
Level 5
S E
Resource utilization can vary by individual project activity (driven by project
WBS)
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RMMM
Summary
Matrix
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Survey Time!
Which best describes your RM maturity level?
1: Work Visibility: We know only who is working on what
2: Controlled Assignment: Resource approval based on availability only
3: Governed Capacity: Focus on capacity and business priorities
4: Schedule-Driven Assignment: Bottom-up, project phase-level info drives RM
5: Granular Management: Project schedule details drive RM process
58%
11%
26%
5%
0%
Note: % responses are actual results from poll taken during 08-25-11 live Webinar
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Key Terminology
Resource capacityThe total time for a given resource that is intended to be managed
in hours or % of FTE (can exclude non-project work capacity)
Resource utilizationThe sum total of a resource’s assignment to project work for a given duration in hours or % FTE.
Resource availabilityThe difference between capacity and utilization for a given duration.
Resource demand
The incremental potential work assignment for a given duration for a resource driven from proposed projects or incremental work requests associated with on-going projects.
ActivityThe generic name for any level of project work identified in a project
work breakdown schedule (WBS).
Resource Approval Workflow (RAW)
The process by which a resource is assigned to work for a given
duration (parameters, routing, decision criteria, etc.)
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Level 1: Work Visibility
Who is working on what; Resource over-use is visibleBusiness Value
No governanceGovernance
No capacity planningCapacity Planning
No approval processResource Approval
Plan: Aggregate resource costs by project; Actual: Timesheets Resource Cost
Only project managers and all others as team membersProject Roles
Simple, complete project list; Constant (average) % utilization by resourceAssignment
Granularity
DefinitionDimension
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Level 1 Resource Grab
PM1 -- Project1
PM2 -- Project2
PM3 -- Project3
PM4 -- Project4
Resources
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Assignment, Utilization (Level 1)
Demand for Resource A
time
Resource
Utilization (%)
25%
100%
S1 E1 S3 E3E2S2
Resources are assigned a fixed/constant utilization
percentage for the duration of the project
Project 1Project 2
Project 3
50%
75%
time
Resource
Utilization (%)
25%
100%
Aggregate % Utilization for Resource A
75%
50%
S1 E1 S3 E3E2S2
At this level process maturity (assignment
granularity) there is a risk of resource over-utilization.
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Level 1 to Level 2
When to make the transition:
• Need to proactively manage
resource utilization
• Need better balanced utilization
• Avoid project resource risks
Key Dimension change
• RAW process
1 2 3 4 5
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Level 2 IntroducesResource Approval Workflow
PM1 -- Project1
PM2 -- Project2
PM3 -- Project3
PM4 -- Project4
Resources
R A W
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Level 2: Controlled Assignment
Resource utilization is balanced; Resource gaps vs. demand is clearly visibleBusiness Value
No governance structure to resolve relative project prioritiesGovernance
Individual and aggregate resource capacity is visible, managed, balancedCapacity
Planning
RAW process defined; Considers availability in approvalsResource
Approval
Plan: aggregate resource costs by project and role; Actual: timesheets Resource Cost
Specific project roles; Roles define approvals; Cost rates; target % utilizationProject Roles
Simple, complete project list; Constant (average) % utilization per resourceAssignment
Granularity
DefinitionDimension
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Assignment, RAW, Utilization (Level 2)
Demand for Resource A
time
Resource
Utilization (%)
25%
100%
S1 E1 S3 E3E2S2
time
Resource
Utilization (%)
25%
100%
Aggregate % Utilization for Resource A
Project 1
Project 3
50%
75%
50%
75%
S1 E1 E2S2
Project 2
At Level 2, the RM can disapprove the request of
Resource A for assignment to Project 3 to avoid the over-utilization scenario
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Level 2 to Level 3
When to make the transition:
• A need to focus on projects with
greatest business impact
• Need to dynamically respond to
changing business priorities
• Fulfill new demand by re-prioritizing
existing projects instead of simply
adding new resources
Key Dimension change
• Governance
1 2 3 4 5
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Level 3 introduces aGovernance Structure
PM1 -- Project1
PM2 -- Project2
PM3 -- Project3
PM4 -- Project4
Resources
R A W
Governance
CANCEL
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Prioritization drives Approval at Level 3
Demand for Resource A
time
Resource
Utilization (%)
25%
100%
S1 E1 S3 E3E2S2
time
Resource
Utilization (%)
25%
100%
Aggregate % Utilization for Resource A
Project 1Project 2
Project 3
50%
75%
50%
75%
S1 E1 S3 E3E2S2
Here we are at the original Level 1 / 2
granularity of resource demand
This resulted in over-utilization of Resource A
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Prioritization drives Approval at Level 3
Demand for Resource A
time
Resource
Utilization (%)
25%
100%
S1 E1 S3 E3E2S2
time
Resource
Utilization (%)
25%
100%
Aggregate % Utilization for Resource A
Project 1Project 2
Project 3
50%
75%
50%
75%
S1 E1 S3 E3E2S2
Here we are at the original Level 1 / 2
granularity of resource demand
At Level 3 Governance can cancel Project 2 and
Approve Project 3
Demand for Resource A
time
Resource
Utilization (%)
25%
100%
S1 E1 S3 E3E2S2
time
Resource
Utilization (%)
25%
100%
Aggregate % Utilization for Resource A
Project 1
Project 3
50%
75%
50%
75%
S1 E1 S3 E3E2S2
At Level 3 Governance can cancel Project 2 and
Approve Project 3
This action removed a utilization- related risk
to Project 3 which governance has
prioritized highest
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Level 3: Governed Capacity
Reduces strategy execution risk
Dynamic ability to react to changing business conditionsBusiness Value
Steering committee manages demand (intake) prioritization and
makes in-flight decisions on project hold, slip, cancelGovernance
Capacity directed at higher priority projects; Ability to re-direct capacity
as priorities change; What-if modeling under various scenariosCapacity Planning
Level 2 + considers project priority in making approvalsResource Approval
Level 2 + “plan vs. actual” compared and managedResource Cost
Level 2 + RAW process considers roles, skills, poolsProject Roles
Allow non-constant allocations on projectsAssignment
Granularity
DefinitionDimension
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Level 3: The RMMM Sweet Spot
For many companies Level 3
offers the best alignment and
balance of:
• Need for information detail and accuracy
• Process maturity
• Required technology
sophistication
• Business benefit
1 2 3 4 5
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Level 3 to Level 4
When to make the transition:
• Resource utilization varies greatly
by phase of project
• Extra detail is accurate and up-to-
date
• Governance decisions would be
different with the extra
information detail
Key Dimension change
• Assignment Granularity
1 2 3 4 5
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Level 4 introduces Phase Level Resource Demand
PM1 -- Project1
PM2 -- Project2
PM3 -- Project3
PM4 -- Project4
Resources
R A W
Governance
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Level 4 Resource Granularity Concepts
Demand for Resource A
time
Resource
Utilization (%)
25%
100%
S1 E1 S3 E3E2S2
Here we are at Level 1,2 granularity of demand info with Level 3 capability to cancel or shift projects
Project 1Project 2
Project 3
50%
75%
time
Resource
Utilization (%)
25%
100%
Aggregate % Utilization for Resource A
75%
50%
S1 E1 S3 E3E2S2
…and this is what the resulting aggregate
utilization looked like for Resource A
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Level 4 Resource Granularity Concepts
Demand for Resource A
time
Resource
Utilization (%)
25%
100%
S1 E1 S3 E3E2S2
Here we are at Level 1,2 granularity of demand info with Level 3 capability to cancel or shift projects
Project 1Project 2
Project 3
50%
75%
time
Resource
Utilization (%)
25%
100%
Aggregate % Utilization for Resource A
75%
50%
S1 E1 S3 E3E2S2
At Level 4, Phase level detail allows us to fit demand into
Resource A’s schedule w/out canceling project
Demand for Resource A
time
Resource
Utilization (%)
25%
75%
time
Resource
Utilization (%)
25%
75%
S E S” E”E’S’
Aggregate % Utilization for Resource A
Project 1
Project 3
S1 E1 S3 E3S2
E2
Project 2
Phase-Level Detail
At Level 4, Phase level detail allows us to fit demand into
Resource A’s schedule w/out canceling project
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Level 4: Schedule Driven Availability
Finer control over resources, may enable more projects to be taken on by
eliminating false-positives on resource over-utilization
Business
Value
Level 3 + steering committee decisions may be different based on phase-
level information. Potential for improper decisions based on unreliable data.Governance
Level 3 + project phases held/slipped to manage capacityCapacity
Planning
Level 3 + phase-level approvalsResource
Approval
Level 3 + phase level resource costsResource Cost
Level 3Project Roles
Resources utilization measured from phase-level assignments
(phase dates MUST be accurate, up-to-date; NOTE data explosion)
Assignment
Granularity
DefinitionDimension
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Level 5: Granular Management
Finer control over resources, may enable more projects to be taken on by
eliminating false-positives on resource over-utilization
Business
Value
Level 4 + Steering Committee decisions may be different based on task-level
information. Potential for improper decisions based on unreliable data.Governance
Level 4 + project tasks held/slipped to manage capacityCapacity
Planning
Level 4 + task-level resource approvalsResource
Approval
Level 4 + task level resource costsResource Cost
Level 4 + RACIProject Roles
Resources utilization measured from task-level assignments
(task dates MUST be accurate, up-to-date; NOTE data explosion)
Assignment
Granularity
DefinitionDimension
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WBS-driven RM Complexity
Level 4/5 WBS-driven RM
puts the burden on project managers to accurately:
(1) Maintain and update project phase dates
(2) Assign individual resources to the relevant phases; and
(3) Provide utilization
requirements by phase.
Example
Portfolio Size: 100 Projects
Average # of Phases per Project: 5
Average # of Resources per Phase: 5
Required # of data values be kept up-to-date: 7,500! (100x5x5x3)
RISK If the organization does not possess adequate process maturity, the dependent
capacity planning and governance processes will be driven from a mass of unreliable underlying information.
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Interpreting and Using the Model
• In general, it is recommended that all dimensions of
maturity are achieved before progressing to the next level
• Maturity levels represent recommended best practices;
what companies actually or should do depends on
corporate culture, industry context, technology
sophistication, etc.
• The key is understanding whether variances from the
model are based on conscious/valid organizational
decisions and context or symptomatic of dysfunction that
should be addressed.
• RMMM does not necessarily apply to time/budget-driven
RM processes; it specifically targets resource-constrained
environments
• Remember, higher levels of maturity are not necessarily
better
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Key Model Premises and Take-Aways
• The level “Assignment Granularity” detail is the key model driver. The
level of granularity an organization chooses to plan and track effort
largely drives where it should be along other maturity model dimensions.
• There is a “chasm” between maturity levels 3 and 4. Many organizations
pre-maturely rush to Level 4 -- which includes activity-level effort roll ups
-- and fail.
• For most organizations, Level 3 is the sweet spot to strive for providing
“just right” process sophistication given the level of information needed
by the business to make effective resource-related decisions.
• Systems should be configured to align with the level of process maturity
and not encourage IT organizations to bite off more functionality than
they can chew.
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Next Steps
1. Assess your own company’s level of existing
process maturity and see where it fits in the Maturity
Model.
2. Examine the business benefits at your company’s
maturity level.
3. If the additional process maturity business benefits
are important, perform a gap analysis and identify
what critical “dimensions” need to progress at your
level of maturity.
4. Communicate the findings to others in your
company and get buy-in to fix the gaps.
5. Lay out a roadmap of how your company should get
to the next level and work towards getting there.
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More Information
Download the RMMM White Paper from www.instantis.com
Review the RMMM Webinar Recording
Join the Discussion on Linked-In (by Joining the “Enterprise PPM
Community” group)
Follow Instantis on Twitter for Updates (twitter.com/instantis)
Comment on RMMM posts on the Instantis Blog (info.instantis.com)