{"id":3500,"date":"2016-08-04T08:00:25","date_gmt":"2016-08-04T08:00:25","guid":{"rendered":"https:\/\/blog.planview.com\/?p=3500"},"modified":"2022-04-14T14:19:30","modified_gmt":"2022-04-14T19:19:30","slug":"12-resource-planning-tips","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/12-resource-planning-tips\/","title":{"rendered":"12 Tips for Un-Common Sense Resource Planning"},"content":{"rendered":"

***Warning: These 12 Tips are provided to help you bring common sense to your organization\u2019s resource planning. If your organization isn\u2019t ready for common sense, proceed with extreme caution. But proceed nonetheless.***<\/em><\/strong><\/p>\n

In my roles both as author on the subject of project management<\/a> and working here at Planview with our fantastic customers<\/a>, I can tell you one thing always rings true: resource management ain\u2019t easy.<\/p>\n

As you may know, we just released a study<\/a> based on a global survey on just this very topic. I found it fascinating that virtually all organizations say<\/em> that doing capacity planning for better resource management is incredibly important, yet many add that it\u2019s just too difficult to actually do<\/em>!<\/p>\n

So what stands between the saying<\/em> and the doing<\/em>? Because there\u2019s a cost to that failure: more than 70% of organizations that do poor capacity planning overcommit their resources<\/strong> \u2013 which leads to a whole host of other issues.<\/p>\n

In my experience, a lot of it comes down to common sense.<\/p>\n

I was perusing some of my previous papers, and, lo and behold, I came across one that I like to think is an \u201coldie but goodie\u201d that speaks directly to this. I\u2019ve refreshed it with new some ideas and put some new polish on it.<\/p>\n

I\u2019m not going to claim that these 12 tips will instantly make everything easy. But I do think that they will help you leverage some good, old-fashioned common sense to cut through the complexity and the chaos. Of course, we know that common sense isn\u2019t so common, so let\u2019s call them:<\/p>\n

My 12 Un-Common Sense Resource Planning Tips<\/h2>\n
\n

1. Don\u2019t Manage like Custer<\/strong> \u2013 It could be argued that, in the Battle of Little Bighorn<\/a>, Lt Col George Custer made a few mistakes. First was rushing to battle instead of waiting for reinforcements. Second was splitting his forces. As a result, he was greatly outnumbered and suffered his famous defeat (not to mention, he died).<\/p>\n

The lesson we can draw from this: don\u2019t stack the odds impossibly high against your own people. Be sure you have adequate resources for your initiatives, and that you have at least a reasonable chance of success. You can do this by instituting Capacity Planning to consider available capacity at a high level when scheduling projects. Also, focus your resources on the most innovative and strategic initiatives without abandoning your support activities. This means making tradeoffs, perhaps seeking alternate staffing strategies. Remember, if it doesn\u2019t work on paper, it won\u2019t work in real life. This is probably the most common sense tip of all, and the least practiced.<\/p>\n

2. Get (Real) Resourceful<\/strong> \u2013 Most organizations are operating with blinders on when it comes to resource availability. Make a point to look at the \u201ctrue\u201d picture of capacity (i.e., the available resource hours after all the administration, time off, and estimated unplanned or support work is considered). Likewise with demand: look at the full spectrum of demand that\u2019s competing for your resources\u2019 time, not just major projects and programs. Then you won\u2019t be \u201cplanning to infinite capacity,\u201d as is so often the case.<\/p>\n

3. Know What\u2019s Coming<\/strong> \u2013 I mentioned it earlier, but: you can\u2019t plan for capacity if you don\u2019t know what you\u2019re planning for<\/em><\/strong>. Understanding and managing demand lies at the heart of a solid capacity planning approach \u2013 it\u2019s impossible to do the latter without having the former. Yet many organizations I\u2019ve worked with lack all but the most glancing insight into demand. If this sounds familiar, take heart. Implementing a demand management process is not only common sense, it\u2019s highly doable, and can additionally help you filter out wasteful, redundant, or low-value efforts. It can also assist with prioritization and scoring, to minimize resource conflicts and to allow for making tradeoffs when needed.<\/p>\n

4. Spring Clean Your Processes<\/strong> \u2013 Bloated processes destroy productivity. Bring all the parties in your process together in a room and map out your end-to-end implementation process. Any redundancies or inefficiencies should become apparent. Try to replace excess approval steps with checklists where appropriate. Be open to suggestions, and be willing to challenge the necessity of each step and each data element.<\/p>\n

5. Don\u2019t Go It Alone<\/strong> \u2013 Since an organization is, in essence, an ecosystem, resource capacity planning should not be a singular activity done by an individual group or person, though they can facilitate the effort. It takes the involvement of department managers, since they\u2019re the ones who know their resources best. No way around it, folks. When it comes to effective resource planning, it takes a village.<\/p>\n

6. Get (Real) Strategic<\/strong> \u2013 Connecting strategy with execution is how your company makes good on its goals. Reality is that many organizations keep the spotlight on departmental<\/em><\/strong> execution, often disjointed from the company\u2019s end game. It\u2019s rare that a single business unit in isolation achieves enterprise strategic goals in today\u2019s environment. Instead, take an integrated approach to strategy, one which spans all the people, functions, and departments that will need to come together to make the strategy real. This approach breaks down silos and better aligns resources with value delivery.<\/p>\n

7. Start with the End: Adopt Outcome-Based Planning<\/strong> \u2013 Your people are typically performing work toward some specific end goal, whether it\u2019s a consumer product, a new service, an internal change, or a new facility. Manage with the end in mind. This means aligning projects and other work with the products, applications, services, or other outcomes that they are meant to support. Apply lifecycles, attributes, financials, and roadmaps to each deliverable to keep work on track and increase transparency. This approach gives more visibility to milestones, and creates a customer- and market-driven culture. Moreover, it gives a truer picture of the cost and effort being applied toward the outcome(s).<\/p>\n

8. Watch Your Constraints: Target the Bottlenecks<\/strong> \u2013 Generally, about 20% of your resources serve as bottlenecks across 80% of your discretionary work. These constrained resources, always in-demand and spread thin, become the logjams in your workflow. Make a point to identify these key resources everyone is competing for, and understand what sets them apart so you can train up others or hire others if needed. Meanwhile, schedule projects around their availability, stagger project phases, or consider alternate sourcing strategies.<\/p>\n

9. Remember: Resources Are People, Too<\/strong> \u2013 Planning the availability and throughput of human beings is different than planning assembly of materials or assessing equipment capacity on a shop floor. Your resources each have individual strengths, work preferences, skills, and motivators. Get to know the people<\/em><\/strong>, not just the resources. Make sure your teams have an appropriate mix of goal-focused and people-focused individuals, among other traits needed for your initiatives. Be sure people are aligned with their strengths, and address the factors that impact morale.<\/p>\n

10. Keep It Together: Integrate via Portfolios<\/strong> \u2013 With your personal finances, portfolios serve to align your investments with your goals. It is the same in business, but on a grander scale. Use portfolio management to align all the components in your delivery chain, including ideas, strategies, products, services, projects, resources, software applications, and other assets. This way, when change happens \u2013 and it will \u2013 it\u2019s easier to see the impacts in a holistic fashion. It\u2019s also easier to set and adjust to new strategies.<\/p>\n

11. Analyze and Report, Right Now<\/strong> \u2013 Are strategic projects on track? Are they staffed adequately? What else are those people working on? Are resources and projects balanced appropriately across the right business units? These are things you must be able to quantify \u2013 now. No matter the situation, companies today expect you to know and show. It\u2019s no longer enough to gather up last week\u2019s spreadsheets; today\u2019s executives demand real-time answers to both high-level and in-the-trenches queries, so if you don\u2019t have a way to do this yet, get one. Even if your people are doing the right things, if you can\u2019t demonstrate that they are, you\u2019ll lose credibility.<\/p>\n

12. Seek and Nurture Effective Leaders<\/strong> \u2013 Throughout history, countless business projects \u2013 and businesses \u2013 have failed because of a lack of effective leaders. Either there weren\u2019t enough good ones to go around, succession planning was inefficient or nonexistent, or the leaders were mismatched to the culture of the organization. Make an effort to identify, develop, or acquire effective leaders. But resist the temptation to promote high performing \u201cdoers\u201d to a leadership position solely based on their functional performance (i.e., the Peter Principle). Leadership is a unique skill comprising a rare combination of talents. And ineffective leadership is a prime barrier to resource productivity.<\/p>\n<\/div>\n

So there you have it: my 12 Un-Common Sense Resource Planning Tips<\/em><\/strong> for your common-sense resource capacity plans. They won\u2019t solve all your problems, but I do believe that if you implement even a few of them, you\u2019ll see the benefit.<\/p>\n

What\u2019s your take on my common-sense approach? Have I missed one (or more)? Let me know in the comments!<\/p>\n","protected":false},"excerpt":{"rendered":"

***Warning: These 12 Tips are provided to help you bring common sense to your organization\u2019s resource planning. If your organization isn\u2019t ready for common sense, proceed with extreme caution. But proceed nonetheless.*** In my roles both as author on the subject of project management and working here at Planview with our fantastic customers, I can…<\/p>\n","protected":false},"author":30,"featured_media":3502,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_editorskit_title_hidden":false,"_editorskit_reading_time":0,"_editorskit_is_block_options_detached":false,"_editorskit_block_options_position":"{}","footnotes":""},"categories":[478],"tags":[66,80,110,421],"class_list":["post-3500","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-products","tag-benchmark-study","tag-capacity-planning","tag-demand-management","tag-planning"],"acf":[],"yoast_head":"\nUn-Common Resource Planning - Blog | Planview<\/title>\n<meta name=\"description\" content=\"Is your organization doing resource planning right? 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