In 2017, Deloitte’s IT department faced several challenges, including demand quantity that doubled within a year, increasing demand complexity, IT resource scarcity that resulted in forced project shifts, and a lack of unification in processes and tool landscape. It was clear that Deloitte’s resource utilization needed to be optimized to achieve increased efficiency and improved speed and response time.
In their presentation at the Tempus Resource 2020 Virtual Conference, Marc Neckermann of Valkeen, a consulting firm based in Zurich, Switzerland, recounted the process of transforming Deloitte’s PPM to Advanced Resource Portfolio Management (RPM). The change made sense, as “resource management is about getting more done faster while having satisfied employees and customers.”
Elmar Lotz keyed into several Tempus features:
Deloitte began on its journey toward real business agility with a multi-phase implementation plan. First, it was crucial to involve stakeholders in the transformation by gathering. “Those affected need to be involved,” Mr. Neckermann asserts, which is why he led interviews with PMs, team leads, and PMO. In the process, he discovered that major pain point areas included processes that were far too complex and complicated, resulting in unclear responsibilities and poor coordination and communication.
Based on extensive experience, Mr. Neckermann knew that optimization, and ultimately true business agility, isn’t possible without 100% resource transparency. On average, organizations were only about 25% transparent, needing improved views into critical components such as base capacity, net capacity, absences, net availability, plan versus actual, primary roles, secondary roles, and skills.
Once armed with stakeholder feedback that Mr. Neckermann had gathered, Deloitte adopted a new and innovative 2-stage project design process. Phase 1 involved gaining project planning approval; creating a rough plan, based on generic resources, FTEs, roles, teams, and skills; then creating multiple portfolio scenarios, based on models, simulations, and what-if analysis. Phase 2 began once a portfolio scenario was approved—then a second, detailed plan was created with resource commitments, along with forecasting and reporting.
After that, additional process feedback was solicited, refinements made, training completed, and then Tempus was integrated into Deloitte’s current IT demand lifecycle and tool landscape.
The benefits of Tempus were noteworthy:
We are grateful to Marc and Elmar for their presentation’s insights and invite you to view the recorded session below: