Resource management - what do I need to know?
Posted by APM on 9th May 2011
Thirty four APM members and guests attended the BAWA Centre in Filton Bristol for a very interesting presentation by David Dunning of CPS regarding Resource Management and what else is needed besides an excel spreadsheet and a short period of time.
David went through the importance of balancing business as usual activities and changes (projects and programmes) with the emphasis on people resources rather than facilities.
The first part of the presentation concentrated on the organisations structure and how important it was to understand what competencies currently exist and what would be the future requirement to allow for planning to move from the current to the future state including identifying the right people and developing their competencies to meet the future requirement.
Another aspect discussed was prioritisation and the requirements of business as usual with change. For example does the organisation allow a customer service to decline in the short term to provide resource for a change which will be beneficial in the long term? This is an area which each organisation will have to give serious consideration to, does the organisation make long term strategic decisions or tactical case by case decisions?
David then went on to discuss the importance of planning and resource allocation and emphasised the importance of monitoring progress against the plan, updating the plan as necessary so that the Programme/project will still deliver the anticipated benefits whilst ensuring that the implications for business as usual are also monitored to ensure the effects are as anticipated.
The conclusion drawn?
Resource management means different things to different people. Some see it as tasking of individuals; others believe it to involve creating reporting toolsets.
In reality, it is these things and many more, which combine to make resource management a complex undertaking whether the complexity is understood or not.
It is a sensible first goal for many organisations to bring consistency to the definition of resources, and their availability, linked in with simple planning of resource demands and related reporting.
Once planning is cracked, and updating is controlled, planning models can be extended to the more sophisticated processes of demand management, optimum plan structuring, and allocation management.
By placing resource management objectives in phased introduction of Portfolio Management the following benefits can be realised:
- Increased proportion of projects directly linked to the corporate strategy, save resources from being spent on the wrong things.
- Directly save costs through standardisation of repeatable processes and simplified / effective reporting.
- More effective use of limited resources through efficient scheduling.
- Plan better, waste less time dealing with issues.
- Learn from experience
The full document is available to download below.
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Data sensitivity. All data is probably somewhat sensitive. We wouldn't be sharing it, administrating it, loading legacy versions of it into new business elements, etc. if it weren't important, right?
It is difficult to envisage how a modern project would be managed without at some point creating a chart of tasks to be done in delivering the project’s declared benefits. One of the most enduring types of chart is the Gantt chart.