Resource Planning – The New Critical Path<\/h1>\n<\/div><\/div><\/div><\/div>Why efficient resource planning determines the feasibility of entire project portfolios today and why agile transformation only works in a “purely” agile project environment<\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Budget constraint “Resources”<\/h3>\n
Effective resource planning is the biggest challenge PPM leaders are facing in many companies. So far, we have moved along the common guidelines of time, scope and budget in order to fulfill our entrepreneurial activities:<\/p>\n
\n- Keep-the-light’s on<\/span><\/li>\n
- Run-the-business<\/span><\/li>\n
- Change-the-business<\/span><\/li>\n
- Transform-the-business<\/span><\/li>\n
- Innovate-the-business.<\/span><\/li>\n<\/ul>\n
So far so good. But as well as the financial budget, there is another limitation that determines the feasibility of all our activities in today\u00b4s economy:<\/p>\n
Resources, their capacities and individual skills.<\/b><\/p>\n
This is understandable, as almost every initiative touches on the topic of employees at some point in the process, and almost every company has more initiatives than it has available capacities to fulfill them. In such an overloaded system, even a small shift leads to a chain of further shifts, resource shortages and inevitable conflict. The limited availability of capacities and skills in a company has now become that company\u2019s most important factor and can cause entire project portfolios to succeed or fail. We need methods and knowledge to manage this critical, narrow path of resource planning more efficiently and to remain responsive.<\/p>\n<\/div>
<\/div><\/div><\/div><\/div>![\"\"](\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" "\\"Valkeen")
<\/div>Ressourcenmanagement | Wissen<\/h3>
Blog, Case Studies & Webinare<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div>\u201cThere are two types of budgets for organizations: money and resources. But the second type is by far the more complex, usually more limited and not transparent at all.\u201d<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>\u201cResources and capacities are by most companies perceived as scarce, critical for the company\u2019s success and extremely opaque.\u201d<\/p>\n
(Valkeen Market & Research)<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>Spotlight Skillmanagement<\/h3>
Heute bestimmen Kapazit\u00e4ten und Skills die Machbarkeit gesamter Projektportfolios (...)<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div>Agile frameworks do not solve the “resource problem”<\/h3>\n
Many companies \u2013 if not most \u2013 will never be able to operate in a fully agile way because the heterogeneous requirements of their organizational landscapes and projects do not allow it. This is mainly because of issues such as shared services, cross-functional teams and employees who have to work on dual activities (keep the lights on and run the business) simultaneously. This means that the majority of organizations will continue to address a hybrid project portfolio. That wouldn\u2019t be critical if companies didn\u2019t always hope that agile scaling would automatically solve the resource problem. Despite the employee-based idea of teams and the desired responsiveness<\/a> of agile frameworks, the company\u2019s basic problem remains: there is no overall view of all available resources and their availability and skills, regardless of methodology, function and location, and there is no common process to plan and steer them. <\/span><\/p>\nIn the end we often find ourselves in new silos \u2013 agile silos, but silos nonetheless.<\/p>\n
From our experience we know that it is important to consider the concepts of agile scaling and resource management independently and not to confuse the respective strengths of systems with each other. If each discipline is mastered individually, there are possibilities for synergies, as resource management will make teams and the general use of resources in a hybrid project portfolio even more dynamic and effective. Common goals can also be more easily achieved \u2013 efficiency, improved time-to-market, responsiveness (business agility)<\/a>, employee satisfaction and increased throughput \u2013 all in a transformative environment.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Meet resource planning with real resource management<\/h3>\n
The solution is simple: Eliminate the silos and target a transparent pool of resources. and above all use real resource management, with the aim of deploying your employees precisely and at the same time remaining able to react. This will include resource planning at a higher technological level than just using Excel or MS Project and establishing high data quality for strategic decision-making.<\/p>\n
In order to allow strategies and innovations to determine the activities of companies once again, resources must no longer be critical inhibitors but should instead be the enablers of these tasks. After all, it\u2019s the people in the company who bring about transformation. Resource management creates exactly this balance, delivering efficiency for the company while navigating employees out of overloaded situations and playing to their strengths.<\/p>\n
All resource management methods and best practices are designed to address conflicts in capacity and skills in the short term and long term, and by planning against them while preventing imbalances caused by resource conflicts from arising in the first place. These new critical path resources are therefore solvable:<\/p>\n<\/div>
- <\/i><\/span>\n
Resource transparency (single source of truth \/ resource pool)<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Cross-dimensional utilization of resources: across methodology, function & location<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Short-term and long-term bottleneck and conflict resolution<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Resource Capacity Planning: Qualitative resource deployment planning on project, line & portfolio<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Strategic HR planning: anticipate skill deficits and take countermeasures<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Portfolio simulation on resources<\/p>\n<\/div><\/li><\/ul>
<\/div><\/div><\/div>
Why efficient resource planning determines the feasibility of entire project portfolios today and why agile transformation only works in a “purely” agile project environment<\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Budget constraint “Resources”<\/h3>\n
Effective resource planning is the biggest challenge PPM leaders are facing in many companies. So far, we have moved along the common guidelines of time, scope and budget in order to fulfill our entrepreneurial activities:<\/p>\n
\n- Keep-the-light’s on<\/span><\/li>\n
- Run-the-business<\/span><\/li>\n
- Change-the-business<\/span><\/li>\n
- Transform-the-business<\/span><\/li>\n
- Innovate-the-business.<\/span><\/li>\n<\/ul>\n
So far so good. But as well as the financial budget, there is another limitation that determines the feasibility of all our activities in today\u00b4s economy:<\/p>\n
Resources, their capacities and individual skills.<\/b><\/p>\n
This is understandable, as almost every initiative touches on the topic of employees at some point in the process, and almost every company has more initiatives than it has available capacities to fulfill them. In such an overloaded system, even a small shift leads to a chain of further shifts, resource shortages and inevitable conflict. The limited availability of capacities and skills in a company has now become that company\u2019s most important factor and can cause entire project portfolios to succeed or fail. We need methods and knowledge to manage this critical, narrow path of resource planning more efficiently and to remain responsive.<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>Ressourcenmanagement | Wissen<\/h3>
Blog, Case Studies & Webinare<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div>\u201cThere are two types of budgets for organizations: money and resources. But the second type is by far the more complex, usually more limited and not transparent at all.\u201d<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>\u201cResources and capacities are by most companies perceived as scarce, critical for the company\u2019s success and extremely opaque.\u201d<\/p>\n
(Valkeen Market & Research)<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>Spotlight Skillmanagement<\/h3>
Heute bestimmen Kapazit\u00e4ten und Skills die Machbarkeit gesamter Projektportfolios (...)<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div>Agile frameworks do not solve the “resource problem”<\/h3>\n
Many companies \u2013 if not most \u2013 will never be able to operate in a fully agile way because the heterogeneous requirements of their organizational landscapes and projects do not allow it. This is mainly because of issues such as shared services, cross-functional teams and employees who have to work on dual activities (keep the lights on and run the business) simultaneously. This means that the majority of organizations will continue to address a hybrid project portfolio. That wouldn\u2019t be critical if companies didn\u2019t always hope that agile scaling would automatically solve the resource problem. Despite the employee-based idea of teams and the desired responsiveness<\/a> of agile frameworks, the company\u2019s basic problem remains: there is no overall view of all available resources and their availability and skills, regardless of methodology, function and location, and there is no common process to plan and steer them. <\/span><\/p>\nIn the end we often find ourselves in new silos \u2013 agile silos, but silos nonetheless.<\/p>\n
From our experience we know that it is important to consider the concepts of agile scaling and resource management independently and not to confuse the respective strengths of systems with each other. If each discipline is mastered individually, there are possibilities for synergies, as resource management will make teams and the general use of resources in a hybrid project portfolio even more dynamic and effective. Common goals can also be more easily achieved \u2013 efficiency, improved time-to-market, responsiveness (business agility)<\/a>, employee satisfaction and increased throughput \u2013 all in a transformative environment.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Meet resource planning with real resource management<\/h3>\n
The solution is simple: Eliminate the silos and target a transparent pool of resources. and above all use real resource management, with the aim of deploying your employees precisely and at the same time remaining able to react. This will include resource planning at a higher technological level than just using Excel or MS Project and establishing high data quality for strategic decision-making.<\/p>\n
In order to allow strategies and innovations to determine the activities of companies once again, resources must no longer be critical inhibitors but should instead be the enablers of these tasks. After all, it\u2019s the people in the company who bring about transformation. Resource management creates exactly this balance, delivering efficiency for the company while navigating employees out of overloaded situations and playing to their strengths.<\/p>\n
All resource management methods and best practices are designed to address conflicts in capacity and skills in the short term and long term, and by planning against them while preventing imbalances caused by resource conflicts from arising in the first place. These new critical path resources are therefore solvable:<\/p>\n<\/div>
- <\/i><\/span>\n
Resource transparency (single source of truth \/ resource pool)<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Cross-dimensional utilization of resources: across methodology, function & location<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Short-term and long-term bottleneck and conflict resolution<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Resource Capacity Planning: Qualitative resource deployment planning on project, line & portfolio<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Strategic HR planning: anticipate skill deficits and take countermeasures<\/p>\n<\/div><\/li>
- <\/i><\/span>\n
Portfolio simulation on resources<\/p>\n<\/div><\/li><\/ul>
<\/div><\/div><\/div>
Budget constraint “Resources”<\/h3>\n
Effective resource planning is the biggest challenge PPM leaders are facing in many companies. So far, we have moved along the common guidelines of time, scope and budget in order to fulfill our entrepreneurial activities:<\/p>\n
- \n
- Keep-the-light’s on<\/span><\/li>\n
- Run-the-business<\/span><\/li>\n
- Change-the-business<\/span><\/li>\n
- Transform-the-business<\/span><\/li>\n
- Innovate-the-business.<\/span><\/li>\n<\/ul>\n
So far so good. But as well as the financial budget, there is another limitation that determines the feasibility of all our activities in today\u00b4s economy:<\/p>\n
Resources, their capacities and individual skills.<\/b><\/p>\n
This is understandable, as almost every initiative touches on the topic of employees at some point in the process, and almost every company has more initiatives than it has available capacities to fulfill them. In such an overloaded system, even a small shift leads to a chain of further shifts, resource shortages and inevitable conflict. The limited availability of capacities and skills in a company has now become that company\u2019s most important factor and can cause entire project portfolios to succeed or fail. We need methods and knowledge to manage this critical, narrow path of resource planning more efficiently and to remain responsive.<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>Ressourcenmanagement | Wissen<\/h3>
Blog, Case Studies & Webinare<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div>\u201cThere are two types of budgets for organizations: money and resources. But the second type is by far the more complex, usually more limited and not transparent at all.\u201d<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>\u201cResources and capacities are by most companies perceived as scarce, critical for the company\u2019s success and extremely opaque.\u201d<\/p>\n
(Valkeen Market & Research)<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>Spotlight Skillmanagement<\/h3>
Heute bestimmen Kapazit\u00e4ten und Skills die Machbarkeit gesamter Projektportfolios (...)<\/p><\/div><\/div><\/a><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div>Agile frameworks do not solve the “resource problem”<\/h3>\n
Many companies \u2013 if not most \u2013 will never be able to operate in a fully agile way because the heterogeneous requirements of their organizational landscapes and projects do not allow it. This is mainly because of issues such as shared services, cross-functional teams and employees who have to work on dual activities (keep the lights on and run the business) simultaneously. This means that the majority of organizations will continue to address a hybrid project portfolio. That wouldn\u2019t be critical if companies didn\u2019t always hope that agile scaling would automatically solve the resource problem. Despite the employee-based idea of teams and the desired responsiveness<\/a> of agile frameworks, the company\u2019s basic problem remains: there is no overall view of all available resources and their availability and skills, regardless of methodology, function and location, and there is no common process to plan and steer them. <\/span><\/p>\n
In the end we often find ourselves in new silos \u2013 agile silos, but silos nonetheless.<\/p>\n
From our experience we know that it is important to consider the concepts of agile scaling and resource management independently and not to confuse the respective strengths of systems with each other. If each discipline is mastered individually, there are possibilities for synergies, as resource management will make teams and the general use of resources in a hybrid project portfolio even more dynamic and effective. Common goals can also be more easily achieved \u2013 efficiency, improved time-to-market, responsiveness (business agility)<\/a>, employee satisfaction and increased throughput \u2013 all in a transformative environment.<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Meet resource planning with real resource management<\/h3>\n
The solution is simple: Eliminate the silos and target a transparent pool of resources. and above all use real resource management, with the aim of deploying your employees precisely and at the same time remaining able to react. This will include resource planning at a higher technological level than just using Excel or MS Project and establishing high data quality for strategic decision-making.<\/p>\n
In order to allow strategies and innovations to determine the activities of companies once again, resources must no longer be critical inhibitors but should instead be the enablers of these tasks. After all, it\u2019s the people in the company who bring about transformation. Resource management creates exactly this balance, delivering efficiency for the company while navigating employees out of overloaded situations and playing to their strengths.<\/p>\n
All resource management methods and best practices are designed to address conflicts in capacity and skills in the short term and long term, and by planning against them while preventing imbalances caused by resource conflicts from arising in the first place. These new critical path resources are therefore solvable:<\/p>\n<\/div>
- <\/i><\/span>\n
Resource transparency (single source of truth \/ resource pool)<\/p>\n<\/div><\/li>
- <\/i><\/span>
\nCross-dimensional utilization of resources: across methodology, function & location<\/p>\n<\/div><\/li>
- <\/i><\/span>
\nShort-term and long-term bottleneck and conflict resolution<\/p>\n<\/div><\/li>
- <\/i><\/span>
\nResource Capacity Planning: Qualitative resource deployment planning on project, line & portfolio<\/p>\n<\/div><\/li>
- <\/i><\/span>
\nStrategic HR planning: anticipate skill deficits and take countermeasures<\/p>\n<\/div><\/li>
- <\/i><\/span>
\nPortfolio simulation on resources<\/p>\n<\/div><\/li><\/ul>
<\/div><\/div><\/div> - <\/i><\/span>
- Run-the-business<\/span><\/li>\n
![\"\"](\"https:\/\/www.valkeen.com\/wp-content\/uploads\/2022\/04\/Valkeen-Ressourcenmanagement-Beratung-Wissen-scaled.jpg\" "\\"Valkeen")
<\/div>![\"\"](\"https:\/\/www.valkeen.com\/wp-content\/uploads\/2022\/04\/Valkeen-PPM-Ressourcenmanagement-Beratung-17-scaled.jpg\" "\\"Valkeen")
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