THE BIG IDEA - RESOURCE PLANNING LOST AND FOUND

PETER HEINRICH, CEO, PDWARE

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There is a long and rich history of resource planning but current methods are fragmented, incomplete, and divorced from core operational procedures. But help is available and hope is warranted. There is an old process and new approach we might call Resource Management (as distinct from Project or Portfolio Management). Once an organization has catalogued its resources with their skills and availability, then the "Magic" of resource planning takes over and spreads its financial and operational benefits across project portfolios, across lines of business and across the entire organization. You are now able to detect over and underutilization of staff, reduce project/product delays, improve resource utilization, and establish strong bonds with your firm's financial and business operations groups.

In short, you learn when to say "No", and what you need to do in order to say "Yes", to proposed initiatives.

PANEL DISCUSSIONS: SHOW ME THE MONEY! SIGNIFICANT FINANCIAL AND OPERATIONAL RESULTS FROM RESOURCE PLANNING

COLEMAN GRIMMETT, MEDTRONIC

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THOMAS HUGHES, SVP(fmr) of ENGINEERING, EMULEX

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MEG SMITH, VP R&D, STRYKER ORTHOPAEDICS

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Few PM/PPM or consulting conferences can report such stunning financial and operational results as this interactive panel will deliver. Our panelists include a VP R&D, a PMO head for Resource Planning, and an SVP Product Development. They will report on the significant business and operational results achieved through new and innovative resource planning processes and products at Medtronic, Emulex and Stryker, while attendees will be able to question the panelists closely-or just say WOW or Gee Whiz!

IMPLEMENTATION PAINLESS, RESULTS PRICELESS- BUILDING A NEW RESOURCE PLANNING SYSTEM AT MEDTRONIC

COLEMAN GRIMMETT, MEDTRONIC

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Two years ago at Medtronic's Spinal & Biologics Division, the product development environment was plagued by missed product launch dates, a lack of consistency in product execution, and no one single and prioritized project list that stakeholders would salute. That's when a PMO was built, and Coleman Grimmett, Senior Program Analyst PMO, was there at the beginning, heading up the Resource Planning mission. Progress was swift. With consideration given to capacity limits, a single product development list was agreed to; 300 project team members and 20 project leaders were chosen from 3000 resources; and Resource Planning tools and processes were benchmarked and selected.

Soon after, product development results came tumbling out of the PMO:

Projects were trimmed, more focus was placed on understanding what Medtronic's true capacity was, and predictability improved, which increased confidence levels among customers, sales, and the market.

Another benefit was an increased ROI on the resources invested, since people were no longer pulled every which way. But, one of Coleman's proudest achievements, was that the speedy implementation was managed so that everyone's Comfort Zone was respected.

BECTON DICKINSON EXEC REPORTS ON RESOURCE PLANNING IMPLEMENTATION LEARNED HERE AT THE 2010 SUMMIT!

JOHN PAGE, DIRECTOR-OFFICE OF PROJECT MANAGEMENT, BECTON DICKINSON

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John Page, Director-Office of Project Management, at BD's Diagnostic Division, attended the 2010 Summit presentation to seek a better method of handling the portfolio resource management challenges he was facing at BD. There he attended several presentations including one by Medtronic's Coleman Grimmett, who described the resource planning successes and lessons learned at Medtronic.

Mr. Page returned home and worked with a cross functional team to design a new resource management process and implementation plan that supported a resource pool of over 800 resources, 90 different skills , and 120 users that span four geographically dispersed locations. Mr. Page learned firsthand the importance of a well thought out and communicated process design along with a robust implementation plan.

He describes how they extended their implementation to include next year fiscal budget modeling, baselining, and consolidating program reporting. Consolidated reporting has simplified monthly reporting and has created an efficient historical repository that provides a vehicle for aggregated key milestone metrics monitoring.

Mr Page goes on to describe current resource management process work at BD that will support the implementation of a Shared Services model across BD segments. Once complete, this single server implementation will lead to greater efficiencies in resource utilization than previously thought possible.

FROM CHAOS TO ORDER- THE STORY OF A RESOURCE PLANNING TRIUMPH

TOM HUGHES, SVP(fmr) of ENGINEERING, EMULEX

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How about a Resource Planning set of system deliverables that:

1. Produces a vehicle that management can use to instill a disciplined planning process,
2. Can act as a galvanizing communication device for stakeholders & execs,
3. Replaces spreadsheets with data integrity and accuracy,
4. Provides strategic resource planning ratios that show you what projects you can do & can't do, and
5. Supports the sustaining maintenance cost information required for compliance with SOP 97-2.

Tom Hughes, SVP(fmr) of Engineering at Emulex, a network components manufacturer, did just that.

Arriving in 2003 via an acquisition, Hughes recognized that Emulex's numerous acquisitions and growth had yielded weak processes that left the executives unclear about what and where they were spending their dollars. Tom developed a simple spreadsheet that helped, but only provided information on who and what programs resources were working on. Soon, he found himself "owning" the Resource Planning problem at Emulex, involving a constantly changing pool of 300-500 resources, with a mission to provide a "consistent oar" in steering toward a solution. With the assistance of PRTM and armed with process and the PDWare product, Hughes developed a capacity planning system that is a crowning achievement in his career, and a major contribution to Emulex.

GETTING REALLY READY: THE KEY TO STRYKER'S SUCCESS

LYN SITTIG, SENIOR MANAGER OF R&D OPERATIONS STRYKER ORTHOPAEDICS

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"Good foundational work was a prerequisite to our effort to establish a successful Resource Planning system. At Stryker, we have achieved major improvements in quality of execution and launch predictability" stated Meg Smith, VP of R&D Operations.

Lyn Sittig, Senior Manager of R&D Operations, will expand on this statement by describing the Division's journey into formal resource management. The organization spent a number of years implementing a sequence of initiatives to improve its foundational new product development capabilities. The journey traversed the following path:

1. Active Project Consolidation
2. Process Structure and Adherence
3. Project Management Excellence

After establishing a firm foundation, the Project Management Team worked to establish formal resource management practices that would help the organization know how resources were allocated and when they would become available to start new projects. Under pressure to continue to start new projects, the team used these new resource planning processes to highlight a resource imbalance across the organization, enabling the organization to adjust and expand their pipeline. With a pipeline adjusted to resource capacity, employees can fully engage and focus on their project responsibilities which will improve the output of new product development from a quality and an efficiency standpoint.

THE PMO JOURNEY OF FLOYD MEDICAL: COMBINING EI WITH PROCESS/TOOLS

HEATHER HERRING, DIRECTOR OF IT PROJECTS, FLOYD MEDICAL

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Stepping into an environment where projects just happened, where there was no PMO, no standards and only 17% of the projects had PMs assigned, Heather Herring, Director of Projects at Floyd Medical, used a software tool, improved processes and Emotional Intelligence (EI) to move the needle in achieving project success. After only one year, 89% of Floyd Medical's projects now have project managers assigned, status reporting is standardized and stakeholder confidence is soaring.

IMPLEMENTATION MODEL: A RECENT HISTORY

DOREEN TRUE, PRINCIPAL PROJECT MANAGER (PMO), HEALTH PARTNERS

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Is your company consensus-driven? Are you ready to take the plunge into resource management, but foresee challenges with others only wanting to get their toes wet? Doreen True, Principal Project Manager at HealthPartners, will discuss steps to a successful implementation of resource planning processes and products. She will review her experiences, focusing on the successes to repeat and the pitfalls to avoid. Take away key lessons and incorporate them into your own resource management implementation!

DYNAMIC CAPACITY MANAGEMENT FOR HIGH PERFORMANCE

PHIL WOLF, SVP, PDWARE

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One Pharmaceutical company summed it up best: "The inventory and distribution of our skilled resources is the chief daily concern of our management team." For many companies, the number one managed cost on a monthly basis is payroll. So, shouldn't those companies be more concerned about WHO they are paying and WHAT they contribute? Dynamic Capacity Management (DCM) is an approach for proactively managing skilled resources to control costs and maximize utilization.

Phil Wolf, SVP at PDWare, will introduce the DCM approach and deliver a tool kit with seven lenses or views that any organization can use for analyzing and improving deployment of the skilled resource pool for high performance and value.

COLLABORATING WITH PDWARE ITEAM

BARUCH GABO, DIRECTOR OF DEVELOPMENT, PORTFOLIO DECISIONWARE, INC.

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You have asked for it, and now it is here. Learn about the new dynamic notification, user messaging, calendar events management, and automatic users alerts in the new iTeam 6.0.