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


Global Markets Serviced

Psion is a leading global manufacturer of Rugged Handheld and Vehicle-Mounted Computers, with a rich history of mobile innovation

SUPPLY CHAIN &LOGISTICS

1980

Air, Ports & RailYards

Cold Chain

Warehouses &Distribution Centers

Including…

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BUSINESS & ENTERPRISE MOBILITY

1998

Field Service &Asset Management

Courier & Postal

Retail & Direct StoreDelivery

Including…

…And Many More!

Psion is a leading global manufacturer of Rugged Handheld and Vehicle-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 AssumptionPsion 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 estimatesNo 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

Project Resource Summary

Capacity Planning


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

Project FG PersonFun Person Project


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 characteristicsManagers 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 maintenanceStructure 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 14191 in the Engineering Group

• Resource codesUsed 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

• FunctionalPerson, ProjectProject, Person

• ProjectFunction, 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 EPSAssign 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 calendarsAvoided 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+6Today

Act

ive

Pro

ject

sP

lan

ned

P

roje

cts

Bu

dg

etar

y P

roje

cts

+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 projectOverheadLevel R&D – floating time linesSustaining – 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 HorizonNovember

Dec Jan FebWeek-1 Week-4Week-3Week-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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