resource portfolio management -...
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Unrestricted © Siemens Healthcare GmbH, 2016
Resource Portfolio Management
getting away from disjointed short term guess work and build a reliable project pipeline
Dirk Nadler, Sr. Multi Project Manager, June 2017
2016-02-20Page 2 HC xxx – xxx
Unrestricted © Siemens Healthcare Diagnostics, 2017
A global leader in key IVD market segments
* Worldwide In Vitro Diagnostic Laboratory Automation Market Review, 2015 data. Report generated by independent research company in June 2016.
Drug Testing
Plasma Proteins
ImmunoassayLab Automation/
Diagnostics IT
Hematology
Chemistry
Hemostasis IDD
Largest Number of Installed Track-based Automation Systems*
A91DX-CAI-160513-GC1-4A00
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Where we started
81Cost Center
3R&D Functions
>2,000R&D Resources
Usage of
>1,000Excel Files
Resource Management maturity Level
1
2PPM Tools
9Product Lines> 500
Concurrent Projects
3PMO’s
7Project Steering
Boards
Laboratory Diagnostics –Product Life Cycle Organization
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Top Projects
Never will do them projects
MUST DO Projects
Gap filling Projectsbelow the waterline
Above the waterlineProjects
The Goal
WATERLINE
3 Y
ear
pro
ject
po
rtfo
lio
Establish a robust 3 to 5 year PPM roadmap
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Top Projects
Never will do them projects
MUST DO Projects
Gap filling Projectsbelow the waterline
Above the waterlineProjects
The Goal
WATERLINE
3 Y
ear
pro
ject
po
rtfo
lio
Establish a robust 3 to 5 year PPM roadmap
Resource Portfolio
Management
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The concept of strategic Portfolio Management – My blueprint
Project Portfolio Management
Goal PortfolioProject
PortfolioResource Portfolio
Asset Portfolio
Business StrategyManagement
validate + adjust
Management
plan + execute
adjustmentdefined+
weighted
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The main challenge to address
Disjointed, stakeholder driven Resource Planning by functional heads
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What is the horizon
Now Near future Far future Vision
Time
Timesheet
Planning tool
Resource modeling
using the right tool for the right answer
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Resource Portfolio Management Maturity -Where are we, were do we want to be
1. Visibility of work
The organization knows who is working, and on
which task, however the resources was assigned
without control and overview.
2. Controlled allocation
The organization has already implemented a
resource approval process, but the organization only
compares resource release and resource availability.
3. Managed capacity
The focus has shifted to capacity management.
Implementation of a project priorities require a
structured management
5. Granular management
The detailed knowledge about project activities leeds to better resource assignment and capacity
management prozess
4. Assignment defined by project plan
The resource approval process and capacity
management process are driven by phase level
project plan.
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Tool and Process changes are only the tip of the Iceberg
CULTURAL CHANGE
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The 4 key components of our implementation
Tempus Resource as the software tool How we start new projects
Project orientated resource aggregation Process, Rules, Guidelines > Common understanding
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Key Success Drivers – Tempus Resource
Software tool that is easy to implement and focus on the problem to solve
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Key Success Drivers – Project intake
Demand estimation of new initiatives up front
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Unrestricted © Siemens Healthcare GmbH, 2016 *Workday of the month before new quarter. PLM approval date might vary and is depending on the actual date of the PLM-Board meeting
Key Success Drivers – Quarterly Planning Cycle
Initial Model
MPM creates an initial model and tries to resolve major demand / capacity deficits with the relevant
stakeholders
Assignment deadlineThe team leads have
replaced generic resource assignments with named
resources (where possible) in Tempus Resource
Conflict Resolution Phase
Core Teams and Team Leads solve remaining
conflict (demand greater than available capacity) in
discusions and finally in Conflict Resolution
Meeting. If conflicts can’t be resolved, possible
scenarios will be modeled in Tempus Resource by
MPM
Modeling deadline
All conflicts are either resolved or possible
models have been created
PLM Approval
The PLM Board approves one model and core teams
will adjust demand / assignments accordingly
3rd* 7th* 14th* 20th*
Demand Deadline
The core teams have finished
to define the demand for the project for all planning horizons and entered them
in Tempus Resource
1st*
Quarterly Process > Feedback and Adoption after every cycle
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Key Success Drivers – Focus on cultural change
Presence
Today
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
Future
RPM
Training with emphasis on cultural change > Clear communication of why, how and what the future vision is
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“Vision without Execution is Hallucination.
Execution starts with a plan.”
Thomas Edison et al.
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Unrestricted © Siemens Healthcare GmbH, 2016 Unrestricted © Siemens Healthcare GmbH, 2016
Contact
Dirk Nadler, PMP, CSSBB
Sr. Multi Project Manager
Siemens Healthcare / Laboratory Diagnostics / R&D
Emil-von-Behring-Str. 76
35041 Marburg, Deutschland
Mobile: +49 (172) 21 38 97 8
E-mail: [email protected]
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Greg Bailey
713-985-9997
http://Prosymmetry.com
Gartner PPM & IT Governance Summit
1 - 3 June 2017| Orlando, Florida
Gartner PPM & IT Governance Summit
8 - 9 June 2017| London, UK
https://www.gartner.com/reviews/market/it-project-and-portfolio-
management-softwareapplications/vendor/prosymmetry