By: Peter Heinrich
When I saw Coleman Grimmett's previous chart at RPS 2010, I
immediately knew it was an important moment for the Resource
Planning Summit. The chart provided proof of something we all
inherently knew - that a strong resource planning process
would contribute to driving PMO and portfolio productivity.
Conference attendees and clients had asked me forever, "Where are
the metrics?" and here they were. However, when the updated chart
was put in front of me this time around, it meant so much more to
the discipline of Resource Planning and the validation of the
Summit. Here is why:
First of all, the chart stands on its own. Coleman's PMO
at Medtronic improved the percent of projects launching on
time from 5% to 76% - stunning results. Even more amazing was
the reduction in the average launch delay for the remaining
projects from 18 months to under 2 months. The introduction of
resource planning into the PMO was a major contributor to these
results. Coleman reported this correlation at RPS 2010 and will
speak about it again at RPS 2012 this year.
But Coleman did more than just report the results in 2010. He
brought with him insights into the approaches he took to get there.
He shared lessons learned and delivered thoughts on what he would
do differently. The audience took note, and so did we. Coleman was
ranked as one of the top speakers at the event, but the real
excitement is what happened next.
One of the great dynamics of the Resource Planning Summit is the
way people are willing to exchange war stories and best practices.
Based on the feedback we get, it seems that everyone takes home
something of value. Coleman was a veteran of the 2009 RPS, and he
thought at that time he had gotten some real nuggets that he would
use to kick off his PMO development project. At the 2010 Summit he
reported his results -- he was the teacher and the students
The proof came during our speaker search for RPS 2012. I was
interviewing John Page of Becton Dickinson for one of the speaking
positions and he described the success he had with his resource
planning deployment over the past year. There were, of course, a
number of factors that led to his success, but he was clear to
point out the influence on his decision-making of the
information he had taken home from RPS 2010 and specifically that
of Coleman's presentation. Amazingly, it had happened again.
You can now understand why this chart is so important -- it
shows that real results are possible and it represents the power of
the Resource Planning Summit. At RPS 2012 John Page will
speak about his implementation of portfolio resource planning, his
results, and how he adopted parts of Coleman's approach. We now
know for sure he will have an influence on someone else. You should