THE 2018

HOW-TO GUIDE

Agile
Resource
Management
MOVE FA STER , MORE CONFIDENTLY, MORE STR ATEGIC ALLY
 Introducing A New Model: Full Cycle Resource Management 3

Phase 1: Estimate 6

Phase 2: Plan 12

Phase 3: Deliver 18

Phase 4: Analyze & Optimize 24

Final Thoughts & Takeaways 30

INTRODUCING A NEW MODEL

Full Cycle Resource

Management
In services, success relies on getting the resources with the right capabilities,
on the right assignments, and at the right margins. Effectively managing this
process is important for client satisfaction and successful project delivery. It
is also is extremely valuable:

If 15 resources add 10 hours of billable work per

week, that means a total of 150 extra billable hours
each week. Assuming a bill rate of $200 per hour,
that means an extra $30,000 revenue each week, or
an additional $1.44 million profit each year.

The truth is, selling projects with good margins is not the hard part. It’s
managing the high degree of change that occurs mid-project that is incredibly
difficult. To combat this, an exciting new model has emerged that approaches
resource management as a dynamic, holistic process: it’s called Full Cycle
Resource Management.

In Full Cycle Resource Management there are four phases that mirror the
project delivery lifecycle from inception to analysis: Estimate, Plan, Deliver,
and Analyze & Optimize. Each of these phases involves a combination of
roles within an organization, including executives, consultants, resource
managers, project managers, services leaders, and department or team
leaders.

After each phase there is an evaluation step designed to inform both the
previous and next phase in the process. Furthermore, the fourth phase
of the process, Analyze & Optimize, is a feedback loop that will help
inform improvements across the other three phases. By treating resource
management as an iterative cycle, it becomes easier to prepare for conflicts
and proactively make changes to the project or team.

AGILE RESOURCE MANAGEMENT 3


ANALYZE &
O PTI MIZE Full Cycle
Resource
Management
DEL I VE R
Estimate. The Estimate Phase occurs during the sales
cycle, when new business teams, account managers, and
project managers collaborate during the proposal process to
get an idea of the time, resources, and budget needed. This
phase is critical for setting the project up for success.
Plan. During the Plan Phase, project managers, resource
managers, and department heads determine how resources
will be allocated for a project in a way that maximizes
profitability. The ability to visualize the entire resource pool
and adjust variables in order to create various scenarios with
different financial implications is key.
4 AGILE RESOURCE MANAGEMENT
E ST I M AT E
P L AN
Deliver. The Deliver Phase is when the project plan is
set into motion. Project delivery teams, project managers,
and resource managers must communicate and collaborate
on changes in project scopes, timelines, and budgets to be
able to adjust resources efficiently. This is the phase when
unexpected challenges or obstacles pop up, although the
impact of these is ideally minimized because of the prep
work in the Estimate and Plan Phases.
Analyze & Optimize. While listed as phase four, the
Analyze & Optimize Phase is not a final step — it’s a phase
that is constantly layered across the resource management
process to help make smart decisions quickly. Everyone
involved in a project has a hand in this phase, as it requires
constantly measuring results, maximizing what works, and
minimizing what doesn’t.
The most important quality of
Valuable Aspects of Full Cycle
Full Cycle Resource Manage-
ment is that it helps to create Resource Management
order within the chaos. There
are a lot of moving parts, but
each phase encapsulates only
a few key items to consider, It’s Constant.
making the model simple to The phases are not meant to be linear, they bleed be-
apply and adhere to. tween each other. The ability to look forward and back
between phases is critical.

It’s Evolving.
The phases are like the process of building blocks—
each phase builds on the next, and the final outcome
takes shape over time.

It’s Dynamic.
Current processes are too rigid. Great resource man-
agement practices have flexibility. It’s almost like a
dance; take two steps forward, and then one step back.

It’s Strategic.
Each phase has a purpose and a calculated method
that affects every part of the business. When executed,
it contributes to a strategy that makes projects more
efficient.

AGILE RESOURCE MANAGEMENT 5

 PHASE 1

estimate
Many projects are actually doomed from the start.

That’s why the Full Cycle Resource Management model begins early with
the Estimate Phase, which is dedicated to setting projects up for success.

The Estimate Phase is intended to ensure that projects proposed to

potential clients are strategically designed. It is the time for new business
teams, account managers, and project managers to collaborate during
the proposal process to get an understanding of the time, resources, and
budget necessary for the project to be successful before signoff by the
client. Once the requirements for the project are communicated, it’s time
to estimate the types and amount of roles required for a given project.

R
E

O
Estimates typically start at a high level, since they have less certainty

LE
D
U

S
B
around the exact details of the project. Individuals in sales and project
ESTIMATE
management begin to identify the roles necessary for the project. The T
IM S
E E
initial step would be to identify the roles required, as well as the high-level LI A
S
N H
E P
deliverables before comparing those needs with current capacity. Roles
are referring to job title or position such as engineer, project manager, or
designer.

Therefore, the goal of the Estimate Phase is to adjust the variables that
will help to predict the feasibility and profitability of a completed project.
When done properly, this frees up time for project managers to fill in the
more granular activities later down the lifecycle, and feel better prepared
to respond to changes when they arise at any point throughout the project.

Part of the Estimate Phase is determining the complexity of the project—

high, medium, or low—and bridging the gap between what is ideal and
what is actually realistic. One strategy is to aim high with estimates and
then chip away as necessary based on resource or budget constraints.

AGILE RESOURCE MANAGEMENT 7

 Roles
- NEW BUSINESS TEAMS
1 When working with a new client, it is important
- ACCOUNT MANAGERS
- PROJECT MANAGERS
These three roles will work together
to estimate the scope of the proj-
ect, the resources, and time needed,
as well as the budget necessary to
complete the project.
2 If a project manager already has a relationship
8 AGILE RESOURCE MANAGEMENT
Scenarios
to put the team’s best foot forward. After
hearing what the client is looking for, the team
can estimate the resources required and the
budget needed to complete the project. If the
budget needed is $150,000 but the client only
wants to spend $100,000, adjustments to the
estimate need to be made. Consider scaling back
on the scope of the project, or giving a discount
with the hope of earning more business down
the line. It can be tricky because a new client
may not see the value in a high-cost resource
that will deliver strong work on the project.
with the client, the types of questions and
decisions that go into a project estimate may
change. For example, the appropriate staff may
already be in place, so the estimate can then
go straight to thinking about how long each
resource is required to be on the project.
The goal of the Estimate
Phase is to adjust the variables
that will help to predict the
feasibility and profitability
of a completed project.

Information
Required
High-level scope and information
about the service being provided
such as: skills required, necessary
experience, and estimation details
(time, difficulty, or effort level).
Key variables, including milestones,
specific resources, and dates that are
being committed to the client in the
project agreement.
Availability of required roles (also
known as capacity) to work on the
project in the proposed timeframe,
and their associated costs.
The client’s price sensitivity. That is,
determine the price that the client
will likely agree to in order to win
this deal.
Other key projects on the organiza-
tion’s horizon that may conflict or
overlap.
Insight into historical data on sim-
ilar projects or tasks for accurate
planning.
1
Step-by-Step Guide
1 Start by setting standards on when the team should
start resourcing projects. In other words, determine
the confidence level of each project. A confidence
level is the probability that a project is actually going
to happen. Every company varies when it comes to
what confidence level spurs the start of resource
planning. It’s important to get this timing right
so the team doesn’t waste time spinning wheels
planning for projects that never come to fruition.
2 Determine the level of detail required for project
estimates. If there’s high variance between project
plans and actuals on completed projects, it may be
time to go into a bit more depth on future estimates.
3 Now it is time to define the project scope in order to
understand what types of roles are required on this
project. The Estimate Phase is all about providing
the confidence that there are adequate resources
available at a later stage of demand.
4 Estimation doesn’t actually end at the Estimate
Phase. There is additional value from using the
estimation process to optimize success throughout
the entire project lifecycle. Increase the success and
profitability of future, similar projects by comparing
how past estimates compared to actuals. More on
this later.
AGILE RESOURCE MANAGEMENT 9
ONE
Potential Roadblocks & Challenges
Common roadblocks, pitfalls, and issues that may
arise in this phase:

Pressure to close.
The sales team may be pressuring the estimation team to
minimize the costs associated with the project in order to close
a deal. However, if they fail to adequately estimate the resources
required for a project, the chances of successfully delivering the
service at the desired margins and level of quality, are low.

Poor estimation.
Many service leaders fail to recognize the importance of proper
estimation in project success.

Lack of visibility into available resources.

Often, organizations don’t have proper processes or systems to
see what new projects may be coming and which resources may
be available to meet demand when they may need them. This is
especially an issue when there is a lack of integration with CRM
applications.

Increased demand.
As the number of service organizations grow, so do the number of
resources and projects. Previous resource management methods
will no longer suffice.

10 AGILE RESOURCE MANAGEMENT

 1

Tips for the Estimate Phase

Involve the right people.
Dependent on the organization, a number of different individuals
may be valuable for resource estimation; this could be a project
manager, account executive, or business development representative,
to name a few. There is often additional information required from
specific people to flesh out some of the project details.

Play out the “What ifs.”

Due to the nature of the services industry, change is inevitable and
ad-hoc conflicts will occur. Expect resource demands to change
and project requirements to shift, but ensure that change doesn’t
spur chaos. Ensure that resources are not being chaotically shifted
when change does happen.

Learn from the past.

Use lessons from past clients and like projects to hone estimates.
Don’t spread resources too thin. Ensure that the project resources
have adequate flexibility in case conflicts arise during the Deliver
Phase.

Estimate at a high level.

The Estimate Phase allows an organization to get an understanding
of what resources are needed and what it will take to deliver a
profitable project. Investing too much time in granular details, too
early, is wasteful, as those details will get more refined and solidified
during project delivery. The following phases will allow the team to
get more granular with planning and assigning resources.

AGILE RESOURCE MANAGEMENT 11

PHASE 2

plan
 2
The Plan Phase is focused on booking resources to
high-level projects.

At this time in the resource management process, a project is close to being

won, or, for other reasons, needs to be taken into account as part of the
constraints on the resource pool. In this phase, the project is almost a “go,”
but the phases, milestones, and resource demands are still in limbo.
SOFT TO HARD
This is the opportunity for the resource manager to take a closer view at the A L LO C AT I O N
requirements and expectations of the project and assign resources based on
skills, roles, and availabilities. Resource managers can use visual planning
tools to move resources from soft to hard allocation as the confidence level of
the project increases. Once hard allocated, resource hours are committed to
the project and those hours are no longer available for use on other projects.

A critical aspect of the Plan Phase is the ability to see all potential resources
in one place, which allows the team to swiftly manage change and limit
potential consequences. This is what many people call the resource pool.
In order to allocate resources properly, visibility is required on multiple
levels and facets including the available people, their makeup (skills,
roles, experience, geography), and cost rates and bill rates. The Plan Phase
requires the team to match this resource supply (resource pool) to resource
demand (projects, tasks, or clients).

The Plan Phase isn’t just about getting a resource onto a project, it’s about
managing resources in a way that increases profitability. For example, a
certain resource may be more expensive in terms of hourly rate, but due to
their expertise and efficiency, they could potentially complete a project in
half the time of a less expensive resource. By using a resource like this one,
the team may potentially get a better output for a lower total cost, helping to
expand margins on the project. Keep in mind, resource managers typically
balance more than one project at a time. Visual planning helps to balance
resources across multiple projects more efficiently.

The Plan Phase is also the final stretch of time prior to project kickoff.
This is important to note because the cost of making resource changes or
requests will dramatically increase entering the Deliver Phase. The chance
that a resource is only assigned to one project or client is often slim. Because
of this overlap, shifting people around during the live project can have a
serious domino effect on the execution and profitability of other projects.

AGILE RESOURCE MANAGEMENT 13

 Roles
- PROJECT MANAGERS
- RESOURCE MANAGERS
- DEPARTMENT HEADS
In the Plan Phase, project manag-
ers set up the project and define
the tasks needed for the desired
deliverables. Resource managers
look at the resource pool to decide
the right mix for a project and co-
ordinate with department heads to
determine the availability of the
needed resources.
14 AGILE RESOURCE MANAGEMENT
Scenarios
1 For a resource manager that needs to staff
multiple projects at a time, the Plan Phase
involves deciding how to distribute work across
projects. Keep in mind that not all projects take
place within the same time frame. A resource
manager may know they need a more senior
developer for a project that begins in 60 days,
which limits the ability to allocate that resource
to larger projects beforehand. The goal is to
come up with balanced teams for each project
to maximize efficiency.
2 A project manager may be late to realize they
forgot to bring a quality assurance resource
near the end of the project. If this wasn’t
planned on ahead of time, it places risk on the
entire project and budget. A resource manager
can bring a new set of eyes to the project, take
a wider view and think about needs a project
manager may miss. This kind of collaboration
during the Plan Phase helps account for all of
the resources needed to complete a project.
A critical aspect of the Plan
Phase is the ability to see all
potential resources in one place.
 2
Information Step-by-Step Guide
Required
1 Begin to breakdown the project scope into tasks and
deliverables. Understand what roles are required at
The number of resources the project
what phases of the project.
needs in each role (e.g. 1 engineer, 2
designers).
2 Be ready for requests for specific resources (people)
or roles from the project leader.
The skill level, expertise or certifi-
cation required at different phases
of the project (e.g. Java engineer, 3 Look towards the resource pool for available and
fit resources. If a project has not yet reached a
beginner).
high enough confidence level, start soft allocating
resources to roles based on skill level, expertise,
The moving parts, if any, that are
availability, and cost.
still in limbo. The project scope is
not set in stone until the project is
in the Deliver phase. Keep note that 4 Once a project has reached the appropriate confidence
level—change from soft allocation to hard allocation
timelines and expectations can still
so that resource availability in the resource pool
change—prepare for last minute
reflects these commitments.
ironing of plans.

Up-to-date information about a 5 The project manager will need to ensure that these
assigned resources are aware of their responsibilities
resource’s availability. What other
by confirming scheduled assignments with each
work do they have allocated? What
resource and reviewing the project plan and
does their typical work week look
requirements.
like?

Bill rates. A more senior resource 6 At this point, the project plan is beginning to take
final shape with all associated resources assigned to
may cost double, but could finish
the project.
their portion of the project in half
the time. On the other hand, the
low cost of a relatively unknown re-
source adds risk to a project because
the team isn’t aware of quality of
work they’ll deliver.

AGILE RESOURCE MANAGEMENT 15

TWO
Potential Roadblocks & Challenges
Lack of visibility into skills.
In all but the smallest organizations, lack of available skills
information by person prevents resource managers from assigning
resources to roles based on expertise. This can have an impact on
both quality of execution and efficiency of the project.

Clarity of resource availability.

The team needs to know when someone is officially unavailable
or conflict will occur sooner or later. Once a resource is moved
from soft to hard allocation, there needs to be an indication to
others performing resource planning that certain resources are
no longer available. This, again, requires enhanced visibility into
resources and project details.

Lack of resource pool.

Many times, organizations not only lack visibility, they also lack
an actual resource pool. Many resource managers keep resources
organized across platforms or simply by memory, making it
impossible to have a holistic view of availability. The complexity
of projects today requires a resource pool for proper project
management.

Establish rules for specific resource requests.

When resource managers allow the organization to request
specific people during the plan phase, it has the potential to set
a precedent that does not foster scheduling based on skill. So, be
sure to put skills first. If a client requests the resource, include
this in the project requirements and consider the profitability
when including this resource in the project.

16 AGILE RESOURCE MANAGEMENT

 2

Tips for the Plan Phase

Set up a process for resource approvals and requests.
Once a resource is chosen for a project, they are plucked from
the resource pool and then hard allocated to their respective
phase or skill.

Look to skills.
Availability should not be the only concern in the Plan Phase.
Part of successful delivery is finding a resource who is both
skilled and available to do the work.

Set up for profitability.

Profitability is determined by finding the perfect balance
between skill and cost of a resource.

Maintain communication.
Ensure the project and resource managers have ample time to
sync on the project.

Update the skills database.

Maintain an updated database with resource skills. There is
no use having a skills database if it’s out of date.

Consider a balanced team.

It may be tempting to staff a project with all senior resources,
but that will make a budget skyrocket and also limit the ability
to use those resources on other projects. A more balanced
approach across projects will lead to more efficient results
across the board.

AGILE RESOURCE MANAGEMENT 17

 PHASE 3

deliver
 3
The Deliver Phase of Full Cycle Resource Management
begins when the project is confirmed and agreed
to by the client, resources are hard allocated, and
billable project work is set into motion.

At this point, the details of the project have been thoroughly vetted by the
project manager—including the work breakdown structure, subtasks, and task
timelines— and specific named resources are assigned at the activity level.

During the Deliver Phase, the project manager and resource manager
must communicate frequently in order to understand if the resource hours
allocated are actually being used. If too many or too few hours are allocated
to a project, resources are not being used optimally. Keeping an eye on
how actuals are tracking against the hard allocations will help the team
determine what changes are necessary to get the project back on track. RESOURCE
METRICS
It is common, if not an absolute guarantee, that in this phase the team will
have to react to change in real-time to project scopes, timelines, budgets,
and other factors that will affect resource needs. This is a very dynamic part
of the resource management process, and it requires a strategic manager
that can make swift changes at a very granular level—the more granular
the better. Best practices in this model suggest that resources are scheduled
ACTUALS
hourly as opposed to daily or weekly. The resource manager must be able to
HARD ALLOCATIONS
see how the changes impact the profitability of the work in order to make
the best decisions for the organization.

Another important aspect is having insight into projects that resources

are rolling off, or completing. Minimizing the non-billable time between
when a resource rolls off one project, and starts another, will significantly
improve utilization rates and gross margins.

It’s important to note that this phase is most successful when it follows
proper Estimate and Plan Phases. This makes it possible for organizations
to properly track expected versus actual hours billed against work. Tracking
time and keeping daily schedules allows resource managers to take a closer
look at performance and utilization metrics while the project is still in
progress, in order to make necessary adjustments on the fly to improve key
metrics. Additionally this helps to inform future work that may be routinely
over- and under-accounted for in proposals.

AGILE RESOURCE MANAGEMENT 19

 Roles
- PROJECT MANAGERS
1 The Deliver Phase is where the unexpected
- RESOURCE MANAGERS
- CONTRIBUTORS
The Deliver Phase includes project
managers, resource managers, and
project contributors. This is the most
dynamic part of the process, as the
project is actually live and changes
must be handled in real-time.
2 The unexpected doesn’t always happen on the
3 A resource or team member may get fired or
20 AGILE RESOURCE MANAGEMENT
Scenarios
comes into play. The Estimate and Plan Phases
help limit these situations, but an “expect the
unexpected” attitude will help the team quickly
react to issues that arise. For example, something
may have taken longer than expected, or a
resource unexpectedly used PTO. It’s not always
possible to account for these situations in the
Estimate and Plan Phases, so project and resource
managers may need to recalibrate resources in
order to meet project goals.
organizational side. Sometimes a client takes
longer to respond to a question or concern, or is
late meeting deadlines in their own right. This
may temporarily halt portions of a project and
lead to delayed results. To make the most of this
scenario, the resource manager can temporarily
allocate in-limbo resources to other projects to
help prop up areas of immediate need.
promoted, resulting in a change in the makeup
of the team as a whole. In this case, the resource
manager may need to do a bit of pushing to
secure resources that can be used to fill in for the
missing pieces. It is during the Deliver Phase that it
becomes clear how all four phases work together.
Properly set aside time in the Estimate and Plan
Phases, as this will help account for unexpected
occurrences that pop up during the Deliver Phase.
 3
Information Step-by-Step Guide
Required
1 Launch the project and begin work. All scheduled
resources start their assignments.
Keep note of all resources hard
allocated to the project. Have con-
tact information readily available 2 Track resource performance as the project gets
underway. Move around misallocated resources to
throughout the entire project life-
enhance utilization or chance of project success.
cycle.

All project details must be shared by 3 Have each resource track his or her time spent
working on the project so the resource manager
the project manager. Scope, issues,
can have a greater understanding of the actual
complexities, or potential road-
hours required to complete a project. This is key to
blocks should be anticipated.
understanding utilization rates and seeing how the
actual work compares to the client agreement.
Have a skills list or library accessible.
Note the skill levels of all resources
and determine the optimal way to 4 Keep weekly schedules for each resource to ensure
the most up-to-date project demands are in sync
arrange people across projects.
with resource supply. Check in weekly to ensure
performance levels are high and resources have the
Label the most important KPIs and
tools they need to get the job done.
track throughout the project.

5 Establish a list of resource backups in case of

conflicts along the project lifecycle.

It’s important to note that this

phase is most successful when
it follows proper Estimate and
Plan phases.

AGILE RESOURCE MANAGEMENT 21

THREE
Potential Roadblocks & Challenges
Last minute changes in project scope.
Timelines, expectations, or resource demand will occur and
inevitably disrupt the project momentum.

Resources on multiple projects.

Conflicts may occur when multiple resources are spread across
projects. Many times a stall from one project bleeds over to affect
a number of others.

Complications with time tracking.

Tracking time may seem like a minor matter but it is the only true
way to understand the utilization of resources. In order to track
utilization, track the actual hours worked on a project based on
data and not assumptions.

Lack of visibility into resources.

After planning a resource, there is little visibility into how that
resource is working out relative to the plan (i.e. someone could be
done working and ready to move onto the next job).

The resource manager must be able to see

how the changes impact the profitability
of the work in order to make the best
decisions for the organization.

22 AGILE RESOURCE MANAGEMENT

 3

Tips for the Deliver Phase

Hold weekly resource check-ins with the project team.
In order to keep up with the performance of resources, maintain
a weekly meeting or stand-up to check in on timelines, statuses,
and pending conflicts.

Dedicated RM & PM sync.

Project and resource managers need to be in constant
communication. Generally, project managers are sharing what is
“on the ground” and resource managers are sharing what is “on
the horizon.”

Keep track of utilization rates.

Take note of what resources are being under or over utilized. Move
people around if necessary.

Create a time tracking process.

Create a procedure for time tracking, time submission, and time
approvals.

One communication channel.

Agree on one channel of communication so that project or resource
changes don’t get lost in email.

AGILE RESOURCE MANAGEMENT 23

 PHASE 4

analyze & optimize

 4
The Analyze & Optimize Phase of Full Cycle
Resource Management is the process of using
insights, data, and analytics to understand the
success, utilization rates, and profitability of a
ESTIMATE
project or client.

It is critical to then apply this knowledge to processes to make overall

operations more efficient.

The Analyze & Optimize phase is used to provide feedback on the project, PLAN
such as utilization rates or performance metrics. Consider an example: A

ANALYZE
resource is planned that takes three times as long to finish a project than

OPTIMIZE
average. At first glance, this resource is not cost-effective. At second glance,
they deliver phenomenal work and consistently get the biggest praise from
clients. In this case, the team may determine that this resource is best fit for
DELIVER
big pressure, high expectation projects. The ability to optimize resources at
such a granular level is only possible with end-to-end project visibility.

This phase has been historically skipped, often due to the lack of data. That
is, projects would be completed, but managers would fail to recognize if they
were actually profitable or if resources could have been allocated differently
to improve project performance. In order to analyze the success of resource
plans and tactics, it’s important to first recognize how to measure success.

Old-world thinking says teams should analyze a project when it’s complete,
and then apply what they learn to new projects going forward. One unique
aspect of the model is the Analyze & Optimize Phase occurs at the end of
all four phases, not just the final one. It exists throughout the lifecycle
of a project, constantly acting as a feedback loop for current projects and
future work. Think about it as a living part of a continual cycle that helps
organizations make smarter decisions, sooner.

AGILE RESOURCE MANAGEMENT 25

 Roles
- NEW BUSINESS TEAMS
- ACCOUNT MANAGERS
- PROJECT MANAGERS
- RESOURCE MANAGERS
- DEPARTMENT HEADS
Any team member or resource that
contributes to a project can ben-
efit from the Analyze & Optimize
Phase. It’s all about learning what
works and what doesn’t, under-
standing why that may be the
case, and then immediately apply-
ing lessons learned to the projects
currently being worked on. Rather
than a final step, the Analyze &
Optimize Phase is overlayed on top
of the previous three phases to
help make smart decisions quickly.
26 AGILE RESOURCE MANAGEMENT
Scenarios
1 A resource manager may notice that one person
consistently works at 120 percent of the normal
capacity. By analyzing the hours this resource
is putting in, the manager may sense that he
or she will begin to feel strained or burned
out. The optimization part comes in by staying
on top of that resource and making sure their
hours are more in line with expectations.
2 Department heads notice that many resources
are not properly logging work hours on time.
The problem may not present itself at first
because the work is getting done, but later on
it leads to strains on budgets and accounting.
The optimization might be constant reminders
for resources to log hours, or finding a more
efficient way for them to easily do so.
The Analyze & Optimize Phase is
used to provide feedback on the
project, such as utilization rates
or performance metrics.

Information
Required
Metrics of the most relevant KPIs
across the entire project lifecycle.
Definitions of billable vs. non-bill-
able work.
Feedback from the client on satis-
faction, expectations, and overall
project success.
Feedback from the resource manag-
er on individual performance metrics
across the entire project lifecycle.
Labels on significant challenges
from the project to learn from mis-
takes or highlight wins.
Understanding which resources or
roles are in high demand and re-visit
hiring priorities.
Original goals, project scope, and
resource estimates available to com-
pare to actuals during the project.
4
Step-by-Step Guide
1 Collect data and metrics from each phase of the project.
• This could include: time tracking information such as actual
hours worked, client satisfaction reports, a collection of
notes from weekly resource check-ins, task due dates and
completion dates, increases in skill level, forecasted utilization
vs. actual, billability target vs. actuals.
2 Measure utilization rates. Focus on “billable scheduled” and
“billable actual.”
• Utilization = total hours tracked divided by possible hours.
Possible hours are usually just a representation of a resource’s
workweek or hours available to perform work.
• Scheduled Utilization = total scheduled hours, divided by
possible hours.
• Billable Scheduled Utilization = billable scheduled hours,
divided by possible hours
• Billable Actual Utilization = total billable hours tracked divided
by possible hours.
3 Sync with project managers and others to gather data that
may only be accessible to him or her.
4 Discuss the data with the team — pick key metrics to spur
the first conversation about the success or failure of a project.
5 Take time to re-evaluate hiring decisions based on over or
under utilization rates.
6 Note trends in certain roles or skills. Take notice to what
types of roles or skills are scheduled more than others. Do
certain team members need additional training?
7 Keep profits in mind constantly. Where can the team trim
margins to save money? What resource-associated costs
can be cut? Take note of any roles, individuals, practices or
processes that add substantial overhead to the project.
AGILE RESOURCE MANAGEMENT 27
FOUR
Potential Roadblocks & Challenges
Lack of visibility into data.
The Analyze & Optimize Phase is literally impossible without data or a
measurement of success. Metrics must be collected constantly and at each phase
and organized in a way that stakeholders can access the information for reflection.

Information in silos.
Too many systems, tools, variables, or the lack unified system where all data
resides.

Time tracking can be complicated.

The software typically used for time tracking exists outside of project
management software, as well as a resource planning tool, making it more
difficult to compare forecasts to actuals.

Lack of important metrics.

Resources are not adequately reviewed and performance isn’t noted. If it is,
most times this is only for certain points in the project and not start-to-end.

Lack of visibility from the start to the end of the project.

This makes it incredibly difficult to see why some projects are more successful
than others.

Inability to embed metrics into the process.

Some aspects of projects are easier to measure than others, but a top-to-bottom
analysis of the entire project is needed to completely optimize the process.

Employees need to buy in.

A more cultural challenge is getting employees and contractors with the
discipline to track various metrics by a certain date. Measures will not be valid
without discipline.

Lack of time to consistently evaluate.

This may be due to a lack of an embedded reporting system — analyzing metrics
should be worked into the day-to-day process of managing the business.

28 AGILE RESOURCE MANAGEMENT

 4

Tips for the Analyze &

Optimize Phase
Focus on utilization rates.
Use the data to compare resource forecast to actuals to see how
well the team planned.

Take note of trends.

Across projects, are certain roles, people, or skills being over or
under utilized? This can indicate that it’s time to hire or spend
more on selling a particular service area.

Understand profitability.
Calculate the potential or past profitability of a client, a project,
role, or even a set of skills.

Share and disseminate results.

Many individuals can benefit from this information. Sometimes
a business development manager can leverage this for future
projects, c-levels have new visibility over projects, or human
resources can utilize this information for hiring and training
purposes.

Analysis and optimization is not reserved for

post-project completion.
Use the concepts associated with the Analyze & Optimize Phase
while moving through the project lifecycle.

Learn from mistakes.

Reflecting on past projects, or individual steps within the same
project, in order to approach resource management differently
the next time.

AGILE RESOURCE MANAGEMENT 29

 Final Thoughts &
Takeaways
Resource management can no longer be
managed in a silo.

Projects are becoming increasingly complex and pressure to resource

and deliver quality services at a rapid pace has never been greater.

Lack of knowledge, coupled with lack of visibility, are the two major
factors exacerbating the complexity of resource management
today. As demand for services continues to grow and more resources
flood the market, a new, mature, and proactive model of resource
management is required for business success.

So, after learning about Full Cycle Resource Management what are
the next steps?

1 Acknowledge that there is a better way to be doing resource

management.

2 Adopt Full Cycle Resource Management. Start by making

incremental improvements to the process.

3 Hire a dedicated resource manager. This role will pay for

itself within months.

4 Get serious about tracking skills. Matching resources to

projects based on skills rather than availability alone will
have a dramatic impact on an organization’s bottom line.

5 Constantly optimize. Use data and experience to make

informed decisions and change practices.

30 AGILE RESOURCE MANAGEMENT

Getting the right people
on the right projects is
critical to your success.
Master agile resource management with Mavenlink.

LEARN MORE

mavenlink.com/resources/
full-cycle-resource-management
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