World Class organizations capture workload distribution across multiple project and programs to identify capacity gaps and review the most efficient process for managing capacity. During this webinar I will discuss how to: • Create a pull resource planning process • Develop a systematic capacity process • Implemented a principles resource center decision framework To learn more: http://developingaculturethatworks.com/

1. Principles of Execution
Making The Most of Your
Constrained Resources
Optimizing Resource Allocation
Using Project Portfolio
Management

2. Two Sides of the Same Coin
Deliberate and Emergent Resource Allocation Strategy

3. Sure, I can do that as well!
Implementation of
Current Strategy
Emergent
Strategy
Funded
Projects
Allocated
Resources
Product
Processes
New
Services
New
Opportunities,
innovation or
demands
Deliberate
Strategy

4. Gerald’s Background
 Gerald Leonard is currently
the President & CEO of Principles
of Execution, a Strategic Project
Portfolio Management and IT
Governance consulting firm based
in the Metro Washington, DC area.
 19 years as an IT Project
Management consultant and
earned the PMP, MCSE, MCTS,
CQIA, ITILv3 and COBIT 4.1
Certifications
 Acquired certifications in PM and
BI from the University of California,
Berkeley, as well as an Executive
Leadership Certification from
Cornell University.
 Where can you learn more?

5. What is Portfolio Management?
 Portfolio Management is a capability
that enables organizations to
analyze, select and manage a
collection of project investments that
are aligned with your company’s
goals and objectives within a data
driven decision making framework.
 Portfolio Management also
coordinates the acceptance,
approval, postponement, rejection
or cancelation of a project which will
not realize the proposed benefits or
the corporation’s strategic
outcomes.
The Corpus Callosum of the Organization

6. Resource Management Value
Model TM
Resource
Inventory
Resource Fit
Prioritize Resource
Allocation
Resource
Optimization
• Roles
• Skills
• Capability
• Competence
• Constraints
• Capacity
• Balance
• Recalibration

7. Pull
Resource
Planning
Systematic
Capacity
Process
Decision
Framework
Practical
Application

9. Pull Resource Strategy in Action

10. Optimization of Resource
“Finding an alternative with the most cost effective or
highest achievable performance under the
given constraints, by maximizing desired factors and
minimizing undesired ones. In
comparison, maximization means trying to attain the
highest or maximum result or outcome without regard to
cost or expense. Practice of optimization is restricted by
the lack of full information, and the lack of time to evaluate
what information is available.”
http://www.businessdictionary.com/definition/optimization.html
“Resource-constrained environment [are] fancy
Pentagon words that mean there isn't enough money
(resources) to go around.”
Gen. John W Vessey

11. Resource Capacity Sourcing Plan
 Developed over a defined
planning horizon.
 Internal and external head
count is projected.
 Details how project staff will be
obtained.
 Establishes required roles,
skills and timing of workforce
change
 Provides cost for executing the
sourcing plan.
 Based on the demands and
aligned with the organization’s
strategic objectives.

12. Pull Resource Strategy Process
Inventory
Fit
Prioritize
Allocation
Optimization
• Roles
• Skills
• Capability
• Competence
• Constraints
• Capacity
• Balance
• Recalibration

13. Pull
Resource
Planning
Systematic
Capacity
Process
Decision
Framework
Practical
Application

14. Systematic Capacity Process
Ambidexterity
Absorptive
Forecasting and
Solution
Discovery
Presencing
Multidimensional
Leadership
ICF International: Building Capacity for
Systemic Change (White Paper)

15. Systematic Capacity Process in Action
Addressing the
challenge of
managing project
and operational
resource allocation
constraints.

16. Capacity Development Framework
APPLYING A CAPACITY-RESULTS FRAMEWORK
http://siteresources.worldbank.org/INTCDRC/Resource
s/CapacityBriefNo14.pdf

17. Pull
Resource
Planning
Systematic
Capacity
Process
Decision
Framework
Practical
Application

18. Allocate Funding and Resources by
Project CategoriesHow many
projects in
each category
do we have the
capacity to
execute?
The system
must limit the
number of
projects based
on capacity to
execute.

19. Only Reallocate Resources with
Similar Categories
Implementation of Current
Strategy
Emergent
Strategy
Funded
Projects
Allocated
Resources
Product
Processes
New
Services
New
Opportunities,
innovation or
demands
Deliberate
Strategy
Transform 10% Grow 30% Run 60%
Enforce a discipline decision making process

20. Pull
Resource
Planning
Systematic
Capacity
Process
Decision
Framework
Practical
Application

21. Practical Resource Allocation and
Optimization
Requires that:
 There is a shared vision for the organization’s strategy,
goals and objectives
 Multi-tasking will be reduced and resources operate on
a limited number of projects that will deliver the greatest
value.
 Constrained resources are identified and elevated.
 Buffers are provided to account for variability in the
environment.

22. Using Systems to gain visibility

23. Identifying Resource Allocation Issues

24. Optimizing Resources on High Priority
Projects

25. Where Should You Start?
Resource
Inventory
Resource Fit
Prioritize Resource
Allocation
Resource
Optimization
• Roles
• Skills
• Capability
• Competence
• Constraints
• Capacity
• Balance
• Recalibration
How do you get there?

26. Pull
Resource
Planning
Systematic
Capacity
Process
Decision
Framework
Practical
Application
Summary

27. Q&A

28. Portfolio Management Training
Click here to learn more.

29. Principles of Execution, LLC
Gerald J. Leonard
PMP, MCTS, CQIA, ITIL, COBIT
President/CEO
Gerald@Principlesofexecution.com
http://www.principlesofexecution.com
Building the foundation for effective execution to increase your organization’s productivity!