You can watch the full replay of Elmar Lotz and Marc Neckermann’s full presentation, “IT Resource Portfolio Management at Deloitte – Roadmap to Global Portfolio Management Leadership” below:
Elmar Lotz and Marc Neckermann presented at the Tempus Resource 2020 European Virtual Conference on October 8, 2020
With an annual growth rate of 21%, Deloitte was expanding faster than its IT department could keep up with demands. Elmar Lotz, Deloitte’s ITS Portfolio Manager, describes the pain points of stalled projects and resource bottlenecks in his joint presentation at the Tempus Resource 2020 European Virtual Conference. Together with Marc Neckermann of Valkeen, Lotz gave attendees a look into how Deloitte transformed its PPM processes with the expert guidance of Valkeen and the powerful resource management capabilities of Tempus Resource.
Designing a new process
When Valkeen first began working with Deloitte, their PPM tools were insufficient, and their resource management maturity levels were low. Across the PPM landscape, Neckermann recognizes that most maturity levels are low, due to the lack of powerful tools and the lack of awareness of resource management practices. While organizations focus almost exclusively on business cases and balancing budgets, they tend to neglect resource management, skills tracking, etc. Luckily, Deloitte already had a governance body who knew they needed a better focus on and development of resource management.
Company growth not only doubled Deloitte’s IT project demand, but also increased the levels of project complexity. Their PPM processes back in 2016 weren’t unified, integrated, or universally adopted. Nor was there any feasibility assessment in place. Deloitte was operating without timesheets, skills matrices, or scenario analysis, and essentially relying on an unruly number of Excel spreadsheets. All of this resulted in unplanned costs and distortions across the portfolio.
In order to meet Deloitte’s one-year targets of increasing resource efficiency; enhancing speed and response rate; optimizing processes and project prioritization; and optimizing their tool landscape, Valkeen offered a roadmap for success that focused heavily on stakeholder change management. With detailed interviews and feedback on pain points, Neckermann helped design a tailored, new PPM process for Deloitte.
Implementing resource management
A striking characteristic of the process is two separate planning phases. Instead of a single plan before project approval, Deloitte completes a 1st Plan, gains approval, and then does a 2nd Plan. The first planning phase is done using generic resources and simulations. Once a specific scenario is approved, then a detailed plan can be completed with named resources, forecasting, and reporting. Also notable is how streamlined Deloitte’s process is now that all initiators, whether for a project, demand, business as usual, etc., follow one single process. While there are many more process details, which you can find by contacting Marc Neckermann at Valkeen, one final one to mention here is the creation of a project Fast Track to get high-priority, high-impact projects through the pipeline faster.
The benefits for Deloitte are already impressive and will no doubt continue to impact its IT team. So far, they have been able to complete 55% more projects than before. With same-day scenario analysis, they are proactively approaching projects and resolving potential conflicts. In terms of speed, they have saved 70% of project completion time with their fast track priority process. And finally, they have increased the rate of demands in progress vs. in the pipeline from 30% to 50%. Among more qualitative benefits are Deloitte’s IT department being seen as a service partner due to its higher level of PPM maturity and maximum user acceptance in planning and timesheets. They now have cross-division and cross-location resource utilization that gets resources out of their silos.
To learn more about how Resource Portfolio Management can help grow your organizations PPM maturity and optimize resource productivity, contact ProSymmetry, makers of Tempus Resource. And be sure to check out all of our speakers from the Tempus Resource 2020 European Virtual Conference.
Transcript: Deloitte’s Roadmap to Optimized Resource Portfolio Management
It’s been an exciting day so far and tons of valuable information. Having Daniel speaking about who is Herbie and the bottlenecks. I really like that approach, as well as the traffic jam equals utilization levels, completely inspiring thoughts here. Having Tim presenting approach about planning cycles, really interesting stuff, as well as Donna again nailed it with an easy to adapt approach on strategic portfolio management and emphasizing the need for demand management and capacity planning during demand management and what is just the perfect bridge over to this presentation, and it’s a joint presentation as you already heard. Elmar is on the line and I’m very excited to share our insight of the project and how we transformed Deloitte’s PPM to resource portfolio management and it’s all about getting more done faster while having satisfied employees. Again, my name is Marc Neckermann for those who didn’t see my first presentation. If you have any questions and you want to reach out to me or Elmar, please feel free. We can continue the conversation after the conference.
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Today, of course we want to show you how one of the most successful resource management and resource portfolio management implementation went, what’s the concrete success factors have been here. Being a consultant for a decade in that area and specifically resource management, I can say there are two key success factors. One is the process, process first. And the other one is the right tool and this is why we chose exactly that approach for today’s presentation.
I will explain the PPM process we established in order to then successfully implement Tempus Resource with its governance and change management and all these structures and Elmar is going to show you dashboards and cockpits and show you for what and how the team here concretely uses the valuable data out of Tempus Resource and then he will give us a little glimpse of what Deloitte is going to have as the next goal on their roadmap because the roadmap never ends obviously as the times are changing all the time.
Again, this is nothing about the tool presentation, but for those that might be interested in seeing Tempus in action on today’s underlying use cases we are going to present, I thought it’s a good idea to offer quick wrap sessions for anyone who’s interested to see more, just shoot me an e-mail and propose a date and time. Happy to do that.
Let’s get started with a brief introduction and I will hand it over quickly to you, Elmar, and then take over from there.
Elmar: Hello to the audience. My name is Elmar Lotz. I’m from the Deloitte, Germany and I’m working in the IT department of Deloitte. For those who don’t know Deloitte, we are one of the big four in audit consulting, risk advisory, financial advisory around the world in 150 countries at present, I think now. More than 312,000 professionals. In Germany we have at the moment, something around 93,500 professionals. Our growth the last years was really big, so as you see, we had average growth last years around 21 percent per year. That also has a really big impact on our IT department because we do not grow in those measures. All businesses have more business for them and more projects for us and somehow we have to manage that.
Information Technology Services
How do we try to manage this? We try to get in a partnership with our businesses so on the left side we have businesses who are bringing up their initiatives, projects, demands, cases to us and also we have other internal departments like chief information officer department, data privacy, legal departments who are also part of this construct. On the right side is our IT department with our CIO. Our CIO offers operating lines or areas. On the right side are strategic and managing areas. On the left also my part, the portfolio manager, the demand managers, relationship managers, and so on. This combination we try to manage all our initiatives, operations and activities. This is the current collaboration model in this case.
Marc: Than you, Elmar. I will hand it over to you later so you can switch the slides by yourself, but it was easier that way for these three slides, so I will take over for now. Valkeen, as I already said, is a PPM consulting firm. We offer process change and tool consulting and all around PPM, and as I said, resource management is the division and dimension. I am, myself, very passionate about and I said already that the level of maturity is on average very low in this specific area and I promised to give you some reasons for that, and here they are.
First of all, one thing that is very difficult in that area, the tool and the other is the lack of awareness in many organizations. Why is the tool market a problem or a reason for a low level of maturity? Because common PPM tools, as I know them, do not really support critical resource management capabilities. The reason is because they initially have been developed to do single project management, multi-project management, then they grew to be a project portfolio management solution. Tempus Resource started the other way around, what makes it pretty unique on the market compared to the other ones.
The other one is, still a lot of times I see a lack of resource management awareness. This is something I’m still not really getting because as we’ve seen throughout the entire conference today, PPM has only two basic means to be balanced and this is budget and resources. So, these are the only two things you have. So, organizations often tend to neglect resource management and every organization knows pretty good about business cases and budgets, but only a few know who’s working on what, have what skills, and works there for how long.
Expectation vs. Reality
I want to show you this slide. This is the only one I’m using twice today because I need this one for all those guys didn’t see the presentation earlier today and I need this for the starting point at Deloitte. This describes the typical situation when we start implementing resource portfolio management. For many organizations, project assignments of resources equals resource transparency, but this is only the tip of the iceberg when we speak about resource transparency. What lies in the blindfold often is base capacity, net capacity, absences, business as usual, plan versus actual as we heard so many times today not to control but to do a proper forecasting, primary roles, secondary roles, team assignments in an agile environment and for an optimized resource management, you really need to have 100 percent, 360-degree picture of your resources and zero tolerance policy on blindfolds, especially for bottlenecks. You don’t have to do that for every resource in your company but especially for those being limited in terms of capacity. Your resources are the true critical path in my opinion and somehow as well an investment plan for your entire portfolio. So, again, in my opinion resource management carries a high potential for gaining true business agility as I outlined earlier today and to prepare for the new work order, but let’s get to Deloitte now.
The starting point and then I will show you the approach and the benefits. We start with the challenges, but one thing, there is a little guy here in the middle. I wanted to display a unique thing here at Deloitte when we started to implement resource management, there was already an awareness for a centralized resource management unit within the IT. There was a governance body. So, this is something I don’t find very often but the awareness, as well as from the top management, was there already. So, the real world challenges demand quantity. The demand quantity doubled compared to the previous year, and with the growing number of demands, of course, the demand complexity was rising so we observed the shift from pure implementation projects over to sustainable programs with a high degree of specialization. With that, of course, IT resources became more limited and scarce and lots of bottlenecks, especially in the IT, led to project shifts unwillingly. Elmar mentioned the growth rate within the IT we talk about 25 percent roughly per year, which is a growth rate that is hard to manage and that’s a tough job. So, this is another challenge too. And, of course, my two key success factors, the process tool landscape. The process was not really unified, not adapted by everyone. The resource planning process was not really integrated and late feasibility assessments on roles and generics often led to unplanned costs and even distortions of the entire portfolio. Tool landscape, when we started in 2017, the team had MS project server in place, what had low user acceptance and what wasn’t really suitable for resource management purposes and the need for scenario analysis was already identified, so this was the situation at that time. But, of course, before in this project server there is a history as well. We already had someone asking the question to Tim from Helvetia, what kind of tool did you use before Tempus Resource. Here we had, first of all in 2013 we had MS Excel, just spreadsheet. There was still no business as usual, projects only, no timesheet, and you remember that’s why I showed you the picture of the iceberg; that was just the tip of the iceberg.
In 2014 the team established the first resource planning process with a dedicated solution in SharePoint. First roles and skill matrix was drafted, but still, no business as usual, no timesheet, but the need for scenario planning analysis was identified. It was a huge effort to do that, obviously.
Then in 2016 the team switched over to MS Project Server. First time business as usual was included in the database and timesheet was developed, but still in 2017 low user acceptance and scenario analysis was a hell of a work, obviously.
So, the options. What to do. We can continue to grow with a growing number of demands, but this is not really an option when having 25 percent growth rate already. Continue further and outsource, not an option with a high degree of specialization, so we need to optimize the resource utilization and I’m not speaking about having everyone on 100 percent, as Daniel outlines. It’s something different here. In concrete terms, become more efficient faster and better and avoid traffic jams, but how?
The PPM roadmap at Deloitte was committed to one year and defined by really clear targets when we met. Increase efficiency of resource utilization, improved speed and response time, process and prioritization optimization, and the tool landscape had to be optimized meeting the current requirements. So when we first met, we did a PoC, a proof of concept, with Tempus Resource. What is interesting to know for those guys who don’t know Tempus Resource besides drag and drop spreadsheet connector where you simply just drag and drop your spreadsheet onto Tempus Resource, is that Tempus Resource offers plug and play connectors to various PPM solutions such as MS project server, of course, so we were able to interface Tempus Resource. I remember that call because I was impressed. It was like 15 or 20 minutes and we had all the data from MS project server over in Tempus and the team could immediately start just testing doing scenario simulation and all that. After less than 14 days of testing it was clear that if we proceed with another tool, it should be Tempus Resource, but process first, of course, in order to derive a proper process, we had to involve stakeholders first. Therefore, we conducted interviews, representative stakeholders, project managers, team leads, and so on. and one thing I have to emphasize here is there isn’t any other PPM dimension affecting more stakeholders than resource management, change management and specifically cultural change management is key here definitely. I will come to this point in a minute. Then based on the outcomes of pain points feedback, we designed a two-stage process for all initiatives, incorporate the demand factory and defined an approach for fast track to gain speed to have happier clients, of course, and better time to market and a new prioritization approach. After that the process was designed. We chose an iterative approach for the implementation of Tempus Resource that wasn’t a big bang thing but continuously and simultaneously optimizing both the process and the tool at the same time.
Stakeholder Change Management
What I’m going to do now is to guide you through these three steps in more detail.
First of all, stakeholder change management. We conducted and, as you know, for a change the effective need to become involved especially in resource management. I conducted as an external interview with PMs, team leads, PMO, PPM, resource manager, highly efficient why. Each one was done in 30 minutes and it was anonymous meaning everyone could speak completely freely. So the findings in regard to two of course again key specifics of success factors, process and tool, the first one process related was reported to be too complicated, it takes too much time, unclear responsibilities, difficult coordination and lack of communication base. The tool related ones showed bad usability for project and resource planning, low motivation for timesheet tracking and bad transparency and a lack of a centralized database. What connects the dots here between process and the tool.
So all of these findings sum up clearly not the best foundation to gain more speed and efficiency. But we took those pain points and findings, and they helped us a lot to define and design this two-stage process just based on best practices, but as well on exactly those pain points.
Philosophy of the Process
The process here on top is first of all the one pretty common in many organizations and it is sufficient for low quantity of demands and, therefore, it worked for quite a long time. So someone is just gathering basic information, gets an approval, then he goes over to a detailed plan. This can take up to three, six, maybe more months. Then right before execution, the team or the project manager realizes that there aren’t enough FTEs available as Tim already outlined. They have everything in spreadsheets and are just screaming around, I want them. Yeah, you get those people and so on. That’s nothing for a high quantity of demands flying in the funnel. So we need to avoid this with high quantity of demands. Therefore, we designed this two-stage process with the first and the second planning phase. Here, we just gathered the information, which is necessary in order to approve, and you remember my generic roadmap. You prioritize not only on business cases and KPIs, but as well on the feasibility and check if this project is possible and feasible or not. You can do this on generic resources and teams on a rough plan and you don’t have to go into much detail, but then you get an approval and a commitment already on generics and then you go into your lots of effort second planning stage related to tasks, name resources and then you go toward execution. So only approve what is feasible. That’s the basic idea and philosophy of the process.
Let’s have a look at the process for Deloitte. We designed this original Deloitte slide and described the process and I will guide you now through the four major specifics of this process.
First, one process for all initiators meaning whatever needs, money and capacity, if it’s a change, if it’s a demand, if it’s a project or business as usual, everything has to follow this process. Otherwise it won’t work.
Second specific of the process, two stages I already described. So, during evaluation and a rough plan on generic resources when going over to a simulation scenario analysis, checking for feasibility, building a portfolio scenario, handing it over to the top management, what is called operational committee at Deloitte, and they approve a scenario. With that scenario, you go into a detailed planning phase meaning you switch over from generic resources over to named resources, and the team here, or the operational committee, not only approves a scenario, but with every project as well as a specific kind of a threshold meaning in time, scope and budget and capacities. So it’s quite common that during detail planning phase you will realize, oh my goodness, I forgot some FTEs on something. Of course all good with that. Therefore, we have a second checkpoint in order to go back to another detailed planning phase or back to simulation in order to get a re-approval from the operational committee.
Third specific of this process, fast tracks. An optimized priority process and pre-defined characteristics such as size, length, and impact enabled the team to process demands with a high impact on clients much faster. So what I’m saying is as soon as a demand is classified as a fast track, it will be directly processed into the detailed planning phase. That gained a lot of speed here.
Fourth specific is called demand factory. Reason why having a demand factory, I get into this in a bit more detail because I think this is very valuable for you too because when I implement such a process I often get asked how can we ensure that within the first planning phase we have a robust plan for generic resources, for example, because our project request or project manager aren’t able to do that at the moment. So in order to support both sides, the project requestor and another team, what is called a demand factory, we incorporated this virtual team of trusted advisors. This is a win-win situation for both sides because the members of the demand factory (see them on the other slide here) are pretty interested in being involved at the very beginning at a very early stage of a demand. Because I interviewed some of these guys too, so this is incorporated already in the process, so an enterprise architecture, security, financials, and so on. Many times we hear of a demand way too late when it’s already too late to raise our hand and claim redundancy or see synergies or whatever so there is definitely a benefit for both sides and the demand factory made it happen that the plan of generics was much more robust at this point. So we have a core team and a case by case team what differs just in demands, what kind of demand we have.
The demand factory, I don’t go into detail of this, between initiation and stage one approval we have an evaluation and a planning phase and the demand factory does here, they filter misrouted demands, do rudimentary requirements analysis, do risk assessment, and most importantly, they help with the resource planning in order to get to simulation and what-ifs and so on and so on and get the first stage approval.
The PPM Roadmap@Deloitte
So, this entire process and this entire process design serves as a baseline for the implementation. Instead of just implementing Tempus Resource with a big bang, as I said, we chose this iterative approach with a role concept implementation. I could easily speak about role concepts as well for maybe a half hour, but one thing I can maybe give you regarding generic roles, what we heard quite a lot during today’s conference, the ideal quantity of generic roles should be somewhere between 5 and 20 percent of your current resource pool size. Otherwise, it gets too complicated and if you take less than that, it’s not really worth the effort. We will leave this for another time.
Tempus Resource was integrated in the existing tool landscape by a rest API, what is open, everyone or Deloitte themselves integrated Tempus Resource in the existing tool environment via the API and the DB exporter, what enables the team to just plug and play any of the API solution, in this case it was at the beginning of a SQL server SRS reporting where we now switch over to Power BI.
Let’s make this journey here. This graph displays not only the tool environment, but also the demand life cycle. The demand journey here is starting in service now, which is a great service management tool and for Deloitte a great customer front and for the business units to just gather information and basic information about the demand. But, of course, service now had to be evaluated when the team was looking for a resource PPM solution toward PPM and resource management. To save you some time, service now is not a resource management solution. It’s great for service management. There aren’t one size fits all out there anymore in my opinion, especially when it comes to a highly complex discipline like resource management, but of course, it could be any other system like a PPM tool like plan, UCA, clarity, you name it. All possible.
And then this in service now gathers basic information, then over to Tempus Resource what serves as a single source of truth again here where we do the resource planning, the project planning and the scheduling, capacity management, allocation, scenario, simulation, over to the second approval phase and then during execution there are additional documents to be found in kind of a SharePoint solution design cost calculation whatever. The team needs here, in addition to Tempus Resource, and then over to the BI reporting solution and Elmar is going to show you a lot of dashboards and cockpits for the top management and, therefore, I’m not going to get into too much detail just emphasizing there is this DB exporter that connects every BI solution to Tempus Resource pretty easily and that’s what Daniel from Lonza was displaying earlier today.
Measurable Benefits for Deloitte
So, let’s get to the harvest of this PPM roadmap. Thanks to an optimized process and resource transparency through Tempus Resource, Deloitte achieved to complete more than twice as many projects as the year before. The team gained a lot more speed and saved up to 70 percent of time conducting fast tracks and a new priority process. Concentrating on the essential, you remember the speech of Daniel, the traffic jam utilization level? That’s the point measured here by Deloitte too so the rate of demands in progress versus in-pipeline rates from 30 to 50 percent.
Simulate instead of react. So, simply put, just having answers right away. Any shift of projects, products, whatever, markets, even the Corona crisis management, maybe Elmar will give us some additional information and that helps a lot.
Besides these major benefits here, we have other ones. The ITS became regarded as professional service partner and not just the cost center just because of the high level of maturity and the ability to make things visible.
Maximum user acceptance. Planning and timesheet. We have a strategic HR plan just as a side product because you see where it’s read, on what kind of roles, you can go even into a named resource and check for the corresponding skills, cross-divisional, cross-location resource utilization as well. There are so many ways of silos these days. They have been in the line organization matrix now shifting from projects to products having product silos, teams as silos, everywhere the potential of silos. A centralized resource database enables to overcome all of these silos because then it’s all possible, especially for peaks, to just take resources from other divisions or other locations. We will speak about future goals here later too and compiled with ISO standards, high management attention via power BI dashboards and we have set a new standard for global IT and business with that level of maturity and business agility of course, as I mentioned in my previous presentation today.
Roadmap to RPM
I didn’t think about this slide today with Elmar in detail. I hope he’s not killing me with that one, but I thought it’s a good idea to refer to the generic roadmap I was showing you earlier where roughly on this kind of a guideline Deloitte is. They’ve clearly done a lot in these steps here in operative and strategic RPM elements already, now optimizing further a skill matrix having a real HR plan on skills, working on motivation to derive a dynamic skill strategy very soon.
So, I will hand over now to you, Elmar. Elmar, one thing before you kick off with your slides, I wanted to ask you something besides our topic. How did you at Deloitte experience the recent Covid crisis and with remote work challenges, demand quantities coming with that and did your RM maturity and the tool help you within that crisis?
Elmar: We do not have the problem to switch to remote work because and of course we, as IT department, really work remote also in the past for the last years, so that was not our biggest challenge, but what helps us with resource management is to get scenarios and what-if analysis if a team would be ill or the resources are not available in a short time, and helps us to understand where we have our bottlenecks, what we have to do in case one of our bottleneck resources is not available and so on. So in this case, we use our tool landscape and Tempus Resource. I think I can show it to you in the next slides with my screenshots and then you will see what I mean.
Presentation by Elmar Lotz:
Thank you, Marc, for the introduction and I think I will give the audience a better understanding of the measurable benefits you talked about and some good examples how we now manage this and how we work with these things.
My first slide shows the scenario analysis modeling in Tempus Resource. It directly shows you the capacities and availability of resources in two ways. On the upper side we have the heat map so you see how utilized and available the resources are in deep red. They are overbooked and then on the cool map you can see which resources may be available, under booked and so on. So, if you have a blue cell, the resources are not utilized in that moment. We are using that to see quickly which team’s resources staff is available or not to manage our projects, to give answers about starting points of projects and so on. This is a good way to manage your portfolio based on the resources. Then you have dashboards and reports about utilization rate for the last three months and so on. All this data is out of Tempus and we use it and with Tempus and this profitization, we get to the point you mentioned, Marc, a strategic partner and not more a cost center, which is our ITS strategy to be integrated in the revenue and added value of the businesses.
I go on and it looks like the same and that is our scenario planning, opportunity maps, also that in the case you get a new project, you are really fast to clarify which starting points of projects, which projects you have to shift maybe to start new high priority projects and you can already do in live views. You can show it to your management in real time and show them what you have to do to start or to stop a project, what happens in this case and we use that in, as Marc called it, our operations committee to show our executive what happens if we make what-if scenarios. We are building different alternative models to show opportunities. Which projects have to be shifted in this case and what you have to change. What I always mention also to my team, what’s really good is we don’t change any live data. There are copies of the live data, but if you shift or stretch a project in this scenario planning, you do not have an impact on your live data. You have to put it in after that and that makes it so fast to show different opportunities.
ITS Portfolio Reporting
Next slide. When we do the first step already mentioned from others today was a management dashboard of our portfolio to show our executives and management how professional we are working already, and we do not have any internal departments yet that have such dashboards. All the data you see here like the number of demands and the KPIs and the reports are also from our point of truth, Tempus, integrated and this is, at the moment, as Marc mentioned an SQL reporting service connector, and at the moment we are switching to power BI. This shows our management how professional we are working and that we can be, as our goal is a treated business partner and no cost center. That helps us really much to manage our portfolio and to give the big transparency about our working and our projects.
As you see here, behind this cockpit we have also some detailed slides that show the changing of numbers or the distributions over the year and you can see trends and can work with the trends and how you can maybe manage trends that are not so good, and what we also have, based on the portfolio management dashboard, the so-called business dashboard. So, for every business line our relationship managers also have also their own dashboards based on the portfolio dashboards but with specific numbers of the business line like here, tax and legal so audit we have also this dashboard, and there you can really manage this business owned portfolio. What I forgot to mention, we are speaking here about IT projects. So where we have to be involved there are more and more projects that already impacted our clients and customers but most of them are really internal and are, for example, building servers where the consultants can do development and so on.
Effort Driver by Business
So, these are live dashboards on our internet and everybody in our German member firm can have access any time to it. But what we also do is, we transfer this data from the dashboard in more detailed report. These are then prepared in PowerPoint, and like here you see the effort drivers by business so which projects also operating activities are in here and which business needs the most effort from the ITS in this case and how this is distributed.
Distribution of Open Demands by Business and Priority
This is another one here, distribution by priority by business and the effort also in this case, so we are using the data from Tempus in different ways to get the best transparency and decisions from our business or our executives so this is really helpful to give them correct numbers, transparency to make decisions of portfolio projects, financials and so on.
ITS Contribution to the Added Value
This is another one, so as I told, and Marc also mentioned, we are trying to be a partner of our businesses and trying also to spend time or effort into client projects, not only cost center. And as you see, overall the ITS we have three categories beginning from V90 which are normal operating IT tasks like managing the data center, managing laptops, software, and so on. We have business enablement tasks that is also a kind of managing infrastructure, but this is needed because our businesses have to do their business on clients and so we have to business integration where, for example, we are really with IT teams on projects with clients and so on. As you see, we are really good in this because only 40 percent are really normal, as you know, IT effort or working. The rest is really doing business or for our businesses.
This is another slide that shows the same in a little bit different way and that helps a lot. And then we have the last thing that I want to show. We had the last month from April on something around 80 new initiatives or demands incoming. This is such a high level for us as IT partner. Last year we had an average of something around 10 new initiatives per month and this year it was 20. So we doubled this income of new initiatives in the last month. That was the point when our management said we had to reduce it because no running or lying projects were closed at that moment. So our portfolio growth and growth and growth and we do not have the chance to stop it. We and also the businesses get the work to consolidate the whole portfolio. Then we use the data from Tempus to show what we can defer, deny, what we have to keep and make a recommendation to our executives, and as you see, with our recommendation we could reduce 27 percent of the portfolio and save up to 1 million euros at that point, which was in our case really much.
The next slide shows what happened with the man-days. We had a workload the month before something around 120 percent, so we are the whole time overbooked running and with this consolidation if you summarize this for one year, we could save to 21 FTE. That is a really great impact to our IT organization. We can show that with the data from Tempus what great impact it is when we stop or deny or consolidate our portfolio.
Marc: Thank you, Elmar. We are running out of time in regards of the future goals, so we still need to have a break before the next session. The future goals are like always go further, go deeper, be better with the processes and the methods. One thing is for sure, user acceptance is key. You have to work on that every, every day.
Skill management is the next thing we are going to approach here. Business units are now starting to adapt what the IT did just for their department, so this is great stuff too. Global RPM is the next approach in regards to remember cross-division, cross-locational resource utilization. The idea is to do it globally and to utilize resources on a global level and take care of peaks over-utilization and have a common resource pool. This is the next goal.
Thank you very much, Elmar. It was awesome to see from the very inner circle of Deloitte, all the dashboards and cockpits and how the benefit really has been measured. Thank you for that and I will hand it over to you, Greg.