The assignment requires to cover a plan for the implementation of PPM in your chosen organisation and questions in the assessment brief. (A draft is not required to be submitted) Document Preview:...

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19th-May-2017
Resource Management for Project Portfolio Management in the organization
Project portfolio resource managers struggle to get the most out of their IT resources. Capacity planning
(crawl before you walk) alleviates the major pains, but still falls short of the greater efficiency,
effectiveness and agility that come from more advanced resource management.
Practical Resource Management: You Must Learn to Crawl Before You Can Walk or Run
"Crawl, walk, run" is an adage that asserts you must learn to crawl before you can walk, and you must
learn to walk before you can run. Human mobility is directly tied to maturity, and so it is with resource
management. The crawl stage of resource capacity planning cannot commence until an organization is
at or approaching Level 2 (emerging discipline). Otherwise, there is simply insufficient maturity to gain
traction. Organizations at Level 2 have some defined project-oriented roles and processes, and there
may even be tool support. However, silos still exist. The majority of organizations are at this level. Based
on Gartner's 2016 IT Key Metrics Data, more than half of all organizations (58%) still must learn to crawl.
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The walk stage, when referring to resource capacity planning or management, usually occurs at PPM
maturity Level 3 (initial integration). Our definition of Level 3 is "the first point at which an organization
can juggle well enough to keep a requisite number of balls in the air at all times." Specific to resource
capacity planning, this means there are sufficient connections between people, processes and systems
to enable at least effective resource capacity planning, and the ability to take steps toward true project
and organizational resource management. Stated more simply, at Level 3, everyone acknowledges that
they are on the same team, with specific roles, and are playing by the same rules — all with an eye
toward winning the game.
The run stage, with regard to resource management, tends to occur at Level 4 (effective integration). At
Level 4, organizations can "run" with resource management and with a greater understanding of the
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demand for resources. The exact skills and abilities of the people available to fulfill that demand (supply)
are known and factored into active resource management, along with a healthy dose of reality as to how
human beings work most effectively (minimal to no planned task switching, as well as appropriate levels
of slack and contingency). In fact, at Level 4, culture and incentives foster successful self-assignment of
resources to projects.
Getting the Right Resources to the Right Projects
It is a more active approach that enables a greater understanding of who is available when and what
they can do. It includes the movement from generalized full-time equivalents (FTEs) to named
resources, replete with an accurate understanding of their skills, abilities and workloads. The consistent
use of standardized roles and skills for the resources is important because it provides the link to the
demand for those resources. Although seemingly biased toward resource-predictive project approaches,
such as waterfall and the Project Management Body of Knowledge (PMBOK), this method is
foundational to dedicated team project approaches, such as Scrum. This is because, in practice, we see
few fully dedicated, self-sufficient teams, so being able to find the right resources at the right time is
important, regardless of the project approach.
Many organizations mistakenly assume that the goal of resource management is to assign resources to
tasks on a moment-by-moment basis (thereby ensuring that staff members are fully utilized). They
struggle with capturing utilization data and ensuring that everyone is assigned enough work so there are
no unassigned gaps in their day. However, this goal does not address the right way to manage a project
or program, nor does it represent a prudent way to maximize value from human capital.
The walk approach to resource management involves getting the right resources to the right projects or
teams (in an agile environment), ideally at the right time. You must have the right resources for the
projects, and you must know what projects are being (or will be) requested. You must also factor in your
environment and history.
The link between resource management and how resource requirements are estimated, as well as how
resources are managed on projects, is important; it enables a reasonable comparison between the
resources that are needed and the resources that exist, thereby supporting a proactive approach to
problem resolution. This approach also pays greater attention to the individual resources, their
capabilities, skills and domain expertise, with the goal of proactively managing the balance between
demand and supply.
Most important to the success of this level of resource management is managing the organizational
change required to make it happen consistently. Many will be asked to change how they work; however,
devoid of a compelling value proposition that is eventually delivered on, the change will be perceived as
an invasive waste of time. For example, programmers may be asked to use a new tool to track their time
against tasks in a plan. If there isn't strong support from leadership, coupled with a logical and...