Achieving Advanced Resource Portfolio Management

July 15, 2020 | By Greg Bailey

Tempus Resource 2020 Virtual Conference Recap: Marc Neckermann, Valkeen, and Elmar Lotz, Deloitte

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:

  • Heat and cool maps that reveal resource bottlenecks, overbookings, or overcapacities
  • Flexible reports that provide utilization rates per group, area, or overall organization
  • With scenario simulations, projects can be arranged in a variety of ways, i.e. shifted, extended, or shortened
  • Opportunity maps that suggest best possible fit for a project related to the portfolio
  • Dashboard views into multiple areas, including number of open demands, demands in progress, new demands, increasing demands in the pipeline, completed projects to date, % or resource usage, and much more

Shifting to advanced RPM

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.

Integrating Tempus Resource

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:

  • 55% more projects completed within the first fiscal year after implementation
  • 70% time saved on priority “fast-tracked” projects
  • Rate of demands “in progress” vs. “in pipeline” rose from 30% to 50%
  • Consolidated workloads saved 21 FTE related to one year
  • Same day what-if scenario analytics showed real time effects of project escalation
  • Achieved a high PPM maturity level
  • Experienced maximum user acceptance for time sheet usage
  • Resource insights led to developing a new strategic HR plan to meet future skills demand
  • Experienced cross-divisional and cross-location resource utilization, with ease of rebalancing or reassigning teams, and creating new teams
  • Portfolio landscape met compliance with ISO 9001 and ISO 27001 standards
  • High management attention
  • Set a new standard for global IT and business
  • Business agility

We are grateful to Marc and Elmar for their presentation’s insights and invite you to view the recorded session below:

Ready to get Started?