Guideline - Project Resource Management

Document No.
Ver Date Status Page

PEM-0060.01.00-00060-001-0-0 1.0en 2021-11-03 EFFECTIVE 1 of 19
Title
Guideline - Project Resource Management
Source : PEM-9900.00.00-90x00-001-0-0-V0.1en
Business area Global
Location Global
CKN 117 - Project Resource Management
Management of this Document

Role Name Signature
Responsibility Title Date
Author Dr. Sandra Fürmeier Digital unterschrieben
Technical & Director Project, Portfolio and Alliance Dr. Sandra von Dr. Sandra Fürmeier
Subject Matter Management Datum: 2021.11.03
Owner B. Braun Melsungen AG Fürmeier 13:14:51 +01'00'
Digital unterschrieben
Reviewed
Subject Matter
Sandra Böttiger
Senior Project Manager
Sandra von Sandra Böttiger
Datum: 2021.11.04
Expert B. Braun Avitum AG Böttiger 17:07:13 +01'00'
Reviewed André Dörr
Subject Matter
Expert
Project Manager
B. Braun Melsungen AG
doeradde von doeradde
Datum: 2021.11.05
13:35:06 +01'00'
Reviewed Ihab Mostafa
Subject Matter
Expert
Head of Project Management Office
B. Braun Medical AG
mostihch von mostihch
Datum: 2021.11.15
08:31:41 +01'00'
Reviewed Uta Giordano SCHMUTD von SCHMUTDE
Subject Matter Senior Project Manager Datum: 2021.11.15
Expert B. Braun Aesculap AG E 08:38:37 +01'00'
Mazdak Mahdavi-Azar Digital unterschrieben
Approved Senior Manager corporate Project von mahdmade
CKN Leader Management Office mahdmade Datum: 2021.11.15
B. Braun SE 15:36:06 +01'00'

Alternate Document No.
Document No. Ver Date Status Page
Title
Source : PEM-9900.00.00-90x00-001-0-0-V0.1en
Table of Contents
Page
1 INTRODUCTION ...................................................................................................................................... 3
1.1 DOCUMENT OWNERSHIP & AUTHORITY.............................................................................................. 3
1.2 PURPOSE & SCOPE .......................................................................................................................... 3
1.3 RELATIONSHIP TO OTHER DOCUMENTS ............................................................................................. 3
2 OVERVIEW .............................................................................................................................................. 3
3 PROJECT RESOURCE MANAGEMENT PROCESS ............................................................................. 5
3.1 PROJECT RESOURCE MANAGEMENT PROCESS FROM DI1 TO DI5 AND AT PHASE GATES
(FOCUS ON STRATEGIC RESOURCE PLANNING) ................................................................................. 5
3.2 OPERATIVE / CONTINUOUS RESOURCE MANAGEMENT PROCESS ........................................................ 8
4 RESOURCE MANAGEMENT ROLES AND RESPONSIBILITIES ....................................................... 10
5 THE RELATIONSHIP BETWEEN RESOURCE POOLS, EXECUTION PORTFOLIOS & PXC’S ....... 12
5.1 RESOURCE BREAKDOWN STRUCTURE (RBS) .................................................................................. 12
5.2 CRITERIA FOR DEFINING RESOURCE POOLS AND EXECUTION PORTFOLIOS ........................................ 12
5.3 RESOURCE POOLS ......................................................................................................................... 13
5.4 EXECUTION PORTFOLIOS & PROJECT EXECUTION COMMITTEES (PXC’S) .......................................... 13
6 PROJECT EXECUTION CAPACITY FEEDBACK - FOCUS, ACTIVE & BACKLOG PROJECTS ..... 15
7 MANAGING & COMMUNICATING RESOURCE CONSTRAINTS (VIA HEAT MAPS) ....................... 16
8 GLOSSARY & ACRONYMS ................................................................................................................. 19
M1 VERSION HISTORY .............................................................................................................................. 19
M2 CHANGE SUMMARY ............................................................................................................................ 19

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1 INTRODUCTION
1.1 DOCUMENT OWNERSHIP & AUTHORITY

This document is part of the B. Braun Project Execution & Management (PEM) System. It is
produced and managed by;
Corporate Knowledge Network 117 - Project Resource Management
1.2 PURPOSE & SCOPE

This document defines;
 process & responsibilities for strategic project portfolio – resource alignment
 process & responsibilities for operative (continuous) resource capacity management and
control
In more details, a process to plan and manage project resource requirements and balance project
demands with resource capacity in functional departments is defined. The process applies strategic
project priorities to make resource allocation decisions to resolve resource constraints along course
of projects to ensure that high priority projects meet their schedule targets.
Active and continuous resource management via resource manager role/function within functional
departments is established and enforced.
1.3 RELATIONSHIP TO OTHER DOCUMENTS

Input Documents
 PEM-0010.00.00-00010-001-0-0 PEM@B.Braun Guide
This document shall be read in conjunction with;
 PEM-0200.00.00-02L00-001-0-0 Guideline – Project Portfolio Management
2 OVERVIEW
Project resource management in combination with project portfolio management is a key success
factor in business and project success. Project resource management is not only a strategic but also
an important operative task (overview provided in figure 2.1).
The strategic alignment of project portfolio and resources aims to gain oversight on;
 how many and which projects can the organization handle with the available resources
 any significant resource gaps that would block the execution of mandatory / high priority
projects
 when sufficient free resource capacities are available to start new project(s)
 when the project results are delivered (schedule predictability for projects based on their
priorities and priority driven resource control ensures that high priority (focus) projects meet
their schedule targets)

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The operative / continuous resource management deals with project variability and changes in
resource demands during project execution at project level and has to ensure that the available
resources are controlled and utilized in most efficient and effective way to move the projects forward.
Project and resource management success are depending on
 adequate and up-to-date resource demand planning at project level
 active resource management via resource manager role in functional organizations
 prevention of over-commitment of resources from functional organizations
 early identification of resource bottlenecks to implement countermeasures
 timely resource (re)allocation decision making
Figure 2-1 Strategic Resource Planning versus Operative Resource Planning

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3 PROJECT RESOURCE MANAGEMENT PROCESS
3.1 PROJECT RESOURCE MANAGEMENT PROCESS FROM DI1 TO DI5 AND AT PHASE GATES
(FOCUS ON STRATEGIC RESOURCE PLANNING)
During the acquisition cycle of a project certain repeating key principles apply for resource
management. Resource planning for projects is based on rolling-wave planning. Resources for the
next project phase are planned in detail while resources for the entire project are estimated /
forecasted in a more high-level approach. An overview on the process is provided in figure 3-1.
Figure 3-1 Overview on Project Resource Management Process from DI1 to DI5
In the early stages of project portfolio management prior to DI3 the following applies:
 In Requirements Definition Phase (DI1) no resource estimating / planning for the upcoming
project is done
 In Project Approval & Definition Phase (DI2) the resource demands for the entire project are
estimated at high-level (highlevel tasks, high level areas of work), in addition the resources for
the next project phase (Project Initiation) are planned in more detail (work package level) (as
needed). Planning and resource estimation is done by the Portfolio Manager (PfMgr) and/or
future Project Manager (PM) (if assigned) in close alignment with the relevant resource
managers. Resource Engagement Requests are sent by the PM (if assigned) or PfMgr in PEM
IT to the concerned resource managers.

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 At DI2 (Project Approval) the resource related doability / feasibility for the entire project is
checked and confirmed. Furthermore, resources for the next project phase are allocated and
assigned and their required resource capacity is planned, approved and committed based on
planning on work package level in more detail (accordingly resource engagement requests are
approved by the resource managers in the PEM IT system).
 Output DI2:
a) Resource Engagement Requests for resources for the entire project (beyond next phase)
at generic resource level / team resource level are committed by the resource manager. If
needed, critical key resources (experts) are planned long-term and are committed by the
resource manager.
b) Resource Engagement Requests for the next project phase at the level of named
resources and/or generic resource level / team resource level (if not possible otherwise)
are committed by the resource manager.
c) A GO decision (DI2) by the Portfolio Manager starts the project initiation under the lead of
the Project Manager
In DI3 (Project Initiation)

 in Project Initiation Phase (DI3) the project manager is nominated to run the project initiation
activities together with a (small) project team (if needed). The resource demand for the entire
project is forecasted at high-level (highlevel task, high level areas of work) and the resources
for the next phase (Project Execution) are planned in more detail (at work package / task level)
by the project manager together with the project team members and in close alignment with
the relevant resource managers. Resource managers assign and allocate specific team
members for the next project phase to the project. Resource Engagement Requests are sent
by the PM in PEM IT to the concerned resource managers.
 At DI3 (Project Charter Approval) the resource related doability / feasibility for the entire
project is re-checked and re-confirmed. Furthermore, resources for the next project phase are
allocated and assigned and their required resource capacity is planned, approved and
committed based on a more granular planning on work package / task level with a better
accuracy for specific team member (named resources), where possible.
(According (updated) resource engagement requests are approved by the resource managers
in the PEM IT system).
 Output DI3:
needed, key resources (experts) are planned long-term and are committed by the
resource manager.
c) With Project Charter Approval (at DI3) the project manager is officially appointed /
confirmed and acquires and sets up the (full) project team for the next project phase
d) The Resource managers assign and allocate resources and specific team members to the
project team

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During Project Realization phase(s) (from DI3 approval) onwards, this means:
 during project realization (DI4) the project manager together with the project team sets up the
WBS and the Team members / SMEs estimate resource demands and duration per
task/activity/work package, the project manager aggregates all planning data.
 resource planning for projects is based on rolling-wave planning. Resources for the next
project phase are planned in detail while resources for the entire project are estimated /
forecasted in a more high-level approach
 at every Phase Gates the resource forecast at high-level (highlevel tasks, high level areas of
work) for the entire project is re-checked, re-confirmed. The resources for the next project
phase are planned in more detail (at work package / task level) by the project manager
together with the project team members and in close alignment with the relevant resource
managers (according (updated) resource engagement requests are approved by the resource
managers in the PEM IT system)
 Output during DI4 / at phase gates:
needed, key resources (experts) are planned long-term and are committed by the
resource manager.
c) From DI3 approval onwards the regular operative / continuous resource management
process to deal with project variability and changes in resource demands during project
execution starts in regular monthly control cycles (see section 3.2)
At Project Close-Out (DI5)

 at Project Close-out (DI5) the project manager and project team are released. Resources for
the project do no longer show up in the resource managers resource requests in the PEM IT
system, any open resource engagement request for the project is closed / removed in
alignment between project manager and resource manager
In the PEM IT System, resource demands / capacities are recommended to be planned and
managed at a level of labour hours / months. Higher granularity (day-to-day resource management)
is not intended and has to be handled outside the PEM IT system.

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3.2 OPERATIVE / CONTINUOUS RESOURCE MANAGEMENT PROCESS

The regular operative / continuous resource management process deals with project variability and
changes in resource demands during project realization / execution and is to be carried out from DI3
approval onwards in regular monthly control cycles. A simplified overview on the process is provided
in figure 3-2.
Figure 3-2 Simplified overview on operative continuous Resource Management Process from DI3
approval onwards
At resource pool level, the resource manager maintains the resource capacity / utilization as well as
significant un-availabilities / limitations for the resource pool up to date on a regular base. Resource
Managers are responsible to maintain these data via the so-called baseload data for their resources
in the PEM IT system (baseload planning). All data show up in the resource manager’s resource
utilization report in the PEM IT system.
At project level as part of the regular monitoring and controlling for the current project phase the
project manager requests regular feedback on progress of project tasks, required resource efforts to
complete project tasks, time to completion of project tasks and un-availabilities / limitations from the
project team members. In addition, tasks so far assigned to generic resources shall be reassigned to
named resources. The project manager regularly updates the project schedule as well as the
detailed project resource plan. The scope of this monitoring activities at resource level should be at
least on a 3-months rolling look-ahead period.

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In case of changes to the approved resource demands the project manager follows up with the
concerned resource manager and sends updated resource engagement requests.
It is recommended to focus on significant changes (recommendation at least > ±40 hours / months)
to the approved resources for the current phase in order to prevent over-administration. In addition
for the monthly cycles an aligned due date should be defined for the PMs to forward their (updated)
resource requests to the concerned resource managers (recommended due date: every 15th of the
month, along with regular project reporting). This enables the resource managers to process all
incoming requests for the month in one block with complete overview on all demands and priorities
and prevents inefficiencies through perpetual adjustments and iterations. In extraordinary cases a
Project Manager can contact a Resource Manager independently from the regular cycle in order to
align on urgent / short notice resource demands and follows through with the according resource
engagement requests.
The resource manager reviews and checks accordingly and identifies measures in alignment with
the project manager to deal with the changes under consideration of project priorities. In case
resource manager and project manager are able to define measures without impact on any other
project, the updated resources are approved, the project schedule / resource plan is updated and the
project work is continued without any further escalation. If the measures identified have impact on
other (most likely lower priority projects) or no countermeasure was identified the resource manager
escalates the resource constraint issue to the Project Execution Committee (PxC).By responding to
the incoming resource engagement requests in PEM-IT the resource managers provide regular and
transparent feedback on their capacity to deliver the projects (classification as Focus (F), Active (A),
or Backlog (B) in the PEM IT System) to the responsible Project Execution Committee (PxC) for
further follow-up.
The PxC meets in regular time intervals in order to support resource managers and identify and
implement options to resolve resource constraint issues (e.g. by allocating adequate resources from
other resource pools with free capacity to the project, by re-allocating resources from lower priority
projects, by procuring additional resources etc.).
Feedback of Resource Managers (and PxCs as needed) and the according response to the resource
engagement requests are provided to the PMs until end of the month.
The PxC consolidates the Project Execution Capacity feedback (F, A, B) across the resource pools
included in its execution portfolio and provides regular updates to the Project Portfolio Management
Teams (PfMTs) via the according FAB heat map.
Based on the Project Execution Priority feedbacks (F, A, B) received from the multiple PxCs the
PfMTs decides to delay, put on hold, or reprioritize projects.
Framework & guiding principles for regular operative / continuous resource management
 focus on current approved project phase
 3 months rolling look-ahead period (at least)
 Project Managers forward updated / changed project resource demands > ±40 h / month by
every 15th of a month to resource managers
 for urgent / short notice resource demands a PM can contact a resource manager
independently from the monthly regular cycle
 resource manager forwards significant changes on reduced availability of resources to be
provided to a project to the project manager
 countermeasures on changes on resource demands for a project with impact on other projects
are escalated to the Project Execution Committee (PxC)
 feedback of Resource Managers (and PxCs as needed) and the according response to the
resource engagement requests are provided to the PMs until end of the month.

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4 RESOURCE MANAGEMENT ROLES AND RESPONSIBILITIES

Roles and responsibilities are presented in the following RACI matrix to reflect relevant interactions
between all parties involved.
Table 4-1 RACI Matrix: Resource Management Tasks & Responsibilities

DI Task / Decision PM RM TM/ PxC PfMgr PMO BO/
SME /PfMT PS
Estimate project resource demands

prior (capacity & skills) for next phase and
entire project and request commitments (R) C C A/(R)
DI3 from Resource Managers (via resource
engagement requests in PEM-IT)*
(DI1-DI2)
Respond to resource commitment A
requests from PMs/PfMgrs/PfMTs R I I I
(BO)
Plan project resource demands (capacity

& skills) for next project phase and entire
project and request commitments from R C C A
from (PS)
Resource Managers (via resource
DI3 engagement request in PEM-IT)
Negotiate with RM on necessary skills &
Project R/A C
experience of team members
Initiation
onwards Provide monthly updates (in case of
relevant changes) on resource demands A
R I C
for the project for a rolling look-ahead (PS)
time of 3 months
Monitor project resource commitments, A
R C C
work with RM’s to resolve issues (PS)
Escalate unresolved issues to Project A

R I I I
Sponsor / Steering (PS)
Respond to resource commitment A

I R I
requests from Project Managers (BO)
Assign appropriately qualified resources

to the project and approve resource I R I A
(BO)
requests
Monitor resource conflicts for department
resources / resource pool, work with A
C R C I
PM’s to resolve issues, escalate (BO)
unresolved issues to PxC
Review & update resource effort
forecasts for each of department’s /
R/A C
resource pool’s resources on a monthly
base
Provide regular feedback on capacity of
resources to deliver the projects
I R I I A
requested by responding to resource (BO)
engagement requests from project
managers. Through this the projects are

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DI Task / Decision PM RM TM/ PxC PfMgr PMO BO/

SME /PfMT PS
classified as Focus, Active, or Backlog in

the PEM IT System
Maintain accuracy of relevant
department resource capacity data in R A
(BO)
PEM IT system
Communicate effort conflicts and
changes related to approved / available
I I/A R
resource capacity to Resource Managers
and Project Managers
Manage resource constraints for ONE
execution portfolio (based on Execution C R R (C) A
(BO)
Portfolio Report Heatmap)
Optimize resource allocation to maximize
number of Focus projects according to
project priorities and decides on C R I R C (C) A
(BO)
resource reallocation to higher prioritized
projects
Ensure communication of resource
decisions / reallocation to concerned I I I R I (C) A
(BO)
Project Managers and PfMTs
Regular meetings to ensure timely A
(C) I R (C) (C)
resource allocation decision making (BO)
Perform project prioritization for projects A

R
within a Managed Portfolio (BO)
Ensure communication of project

priorities and changes of priorities to A
I I I R
Project Managers, Resource Managers (BO)
and PxCs
Decide to delay, put on hold or cancel A
C I I R
lower priority projects (BO)
Ensure that projects which are

consistently of low priority and backlog A
I I I R
execution class are considered for (BO)
cancellation
Legend (R)esponsible (A)ccountable (C)onsulted / Contribute (I)nformed
PM Project Manager RM Resource Manager PxC Project Execution Committee
BO Business Owner PS Project Sponsor PfMT Portfolio Management Team
PfMgr Portfolio Manager TM / SME Project Team Member / Subject Matter Expert
Notes 1. * if PM is already assigned in DI2 (prior DI3), the PM is responsible to estimate
resource demands and send the resource engagement requests to the concerned
resource managers (if no PM assigned in DI2, the Portfolio manager is responsible to
do the job)

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5 THE RELATIONSHIP BETWEEN RESOURCE POOLS, EXECUTION PORTFOLIOS & PXC’S
5.1 RESOURCE BREAKDOWN STRUCTURE (RBS)

A Resource Breakdown Structure (RBS) is used in PEM-IT to define permissions / visibility into
resource utilization & management and is therefore structured in a way that supports this.
Resource Pools are part of the global Resource Breakdown Structure (RBS). The number of RBS
levels is defined as follows:
Figure 5-1 Principles for setting up the Resource Breakdown Structure (RBS)
Resource Pools are the lowest level in the RBS. Resource pools in PEM IT do not have to be 100%
in line with organizational structures but should meet the needs of PEM resource management
principles (see below).
Three types of resources can technically be set up in PEM-IT in RBS:

 Generic resources: artificial resource that represents a type of resource with certain skills and
competences or a resource pool. Typically these generic resources are utilized for first high-
level resource estimations as well as for mid- to longterm tasks, for which an assignment of a
defined person is not yet possible / helpful. Typically Generic resources will be replaced
during the course of a project by named resources at least for a look-ahead period of 3
months.
 Named Resources: resource that represents a specific person in the organization
 Team Resource (non-generic resource): resource that represents a specific team with similar
skills. The capacity of this team is managed as a whole at team level and not at named
resource level.
The RBS is set up and maintained by the responsible PMO organization(s) together with the
resource managers. The overall governance and administration of the RBS in PEM-IT is done
centrally by the corporate PMO.
5.2 CRITERIA FOR DEFINING RESOURCE POOLS AND EXECUTION PORTFOLIOS

Project tasks / activities are assigned to Resource Pools. Resource Pools are generally defined
based on the location or ‘ownership’ of resources (belonging to a particular functional department).
Resource Pools are preferably set up in a way that they combine personnel with similar skills in order
to facilitate resource management. Project Execution Committees (PxC’s) are formed to manage
project resource constraints across several / multiple resource pools and are composed of the
relevant resource managers. The scope and focus of work of a Project Execution Committee (PxC)
is the so-called Execution Portfolio.

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Figure 5-2 Relationship between Resource Pools and Project Execution Committees (PxCs)
5.3 RESOURCE POOLS

A Resource Pool consists of a Resource Manager & Team, or more than one team. The resource
pool belongs to a particular functional department / group / team of resources. Resource Pools in
PEM-IT are preferably defined and set up in a way that they combine personnel with similar skills.
In the PEM IT system Resource Pools are searched by Project Managers / users via attributes:
Function – Qualifier - Resource Pool Short Name - Description (what do they do?)
The resource manager of a resource pool is responsible to maintain the resource capacity /
utilization as well as significant unavailabilities / limitations for the resource pool up to date on a
regular base. Unavailabilities and capacities for non-project work are managed via baseload of a
particular resource.
Resource managers provide regular feedback to the responsible Project Execution Committee (PxC)
on their capacity to deliver the projects requested by responding to resource engagement requests
from project managers. Through this the projects are classified as Focus, Active, or Backlog in the
PEM IT System.
5.4 EXECUTION PORTFOLIOS & PROJECT EXECUTION COMMITTEES (PXC’S)

Project Execution Committees (PxC’s) are formed to manage project resource constraints across
several / multiple resource pools and are composed of the relevant resource managers.
Project Execution Committees (PxC’s) should be defined based on the need to resolve shared
resource issues. Where resources are not shared, a PxC is not required.
The scope and focus of work of a Project Execution Committee (PxC’s) is the so-called Execution
Portfolio (Execution Portfolios are created independently of Resource Pools).

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Project Execution Committees (PxC’s) are formed to

 manage project resource constraints between Project Managers & Resource Managers
 facilitate general cross-project coordination & communication related to resources
A number of PxC’s can be formed on sites to address particular types of projects involving relevant
groups of resource managers (it is not required / necessarily practical that one PxC addresses all
projects for a large complex site or region).
The PxC is responsible for responding to the project priorities set in Managed Portfolios by applying
resources & resolving resource constraints as effectively as possible within an Execution Portfolio.
As such, the PxC is comprised of members who;
 are Resource Managers (functional line management) responsible for execution of portions of
the work
 have authority to make decisions concerning commitment of resources
 may be heads of departments, CoE’s or business areas
 provide administrative support for the Execution Portfolio
Note that the PxC is a role which can be fulfilled by an established committee of some other name
that has appropriate membership and authority to perform the PxC tasks. It may also be the case
that the PfMT and PxC roles are performed by the same group of people.

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6 PROJECT EXECUTION CAPACITY FEEDBACK - FOCUS, ACTIVE & BACKLOG PROJECTS

Resource Manager as well as Project Execution Committees (PxCs) use the project priority to focus
resources on the highest priority projects, starting from the top of the priority list.
Depending on the balance between the effort required for each project (requested by the project
managers) and the available resources per resource pool (committed by the resource managers),
projects are classified in the PEM-IT System as Focus, Active or Backlog in accordance to the
diagram in figure 6-1.
The inputs from the resource managers are consolidated and aligned via the Project Execution
Committees (PxCs). Potential resource constraints are followed up in the PxC. Resolved issues lead
to updated resource requests (follow up between resource manager and project manager) and an
agreed Project Execution Capacity Feedback (Focus, Active, Backlog) which is communicated to the
Portfolio Mgt Teams (PfMTs).
Figure 6-1 Focus, Active, Backlog & Cancelled Projects
During the different stages of the acquisition lifecycle the Project Execution Capacity Feedback
(Focus, Active, Backlog) has different implications / perspectives:
 Prior to/at DI2 (level of data accuracy is rather low) the F, A, B traffic light per resource pool
represents a high-level implication of resource availability for the entire project.
 The general resource-related doability / feasibility for the project is checked
 Strategic decision making at portfolio level to start new projects only if sufficient resources
are available is supported.
 From DI3 onwards and in particular after planning by the project team the F, A, B traffic light per
resource pool represent more accurate data as the planning level in the project is more granular
especially for the current phase and the 3-months rolling look-ahead period.
 In order to support both, the strategic as well as operative resource management process,
PEM-IT system enables to “Pick a Date Range” in order to focus on the more accurate short-
term period as well as to gain overview via a long-term view (the resource demand data and
resulting traffic lights are aggregated and re-calculated automatically in the PEM IT system
depending on the date range selected)

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7 MANAGING & COMMUNICATING RESOURCE CONSTRAINTS (VIA HEAT MAPS)

Resource managers provide regular feedback on their capacity to deliver the projects requested from
their resource pool by responding to resource engagement requests from project managers. Through
this the projects are classified as Focus, Active, or Backlog in the PEM IT System for every involved
resource pool. Via the so-called Execution Portfolio Report (aggregated heap map view) the
Resource managers and the according Project Execution Committee (PxC) have access to the
relevant data for all the involved resource pools.
Project Execution Committee (PxC) uses the data as input for regular consolidation and resource
alignment. In case of changes / requests to the approved resource demands which cannot be
resolved between the project manager and the resource manager, the resource manager escalates
the resource constraint issue to the Project Execution Committee (PxC).
Project Execution Committees (PxC’s) meet periodically to review ongoing projects across the
concerned resource pools to resolve (escalated) resource constraints, and to identify and implement
mitigation measures.
Mitigation measures may involve;
 Using schedule slack in projects within the execution portfolio to allow allocation of resources
to projects with more immediate needs
 Re-allocation of resources to higher priority projects and re-classification of projects as Active
or Backlog (thereby reporting that the schedule for the Active and Backlog projects cannot be
maintained with the available resources)
 Re-allocation of resources from other project portfolios
 Procurement of additional resources
Based on the mitigation measures, identified Project Execution Committees (PxCs) provide the
agreed/consolidated Project Execution Capacity Feedback (Focus, Active, Backlog) to the Portfolio
Mgt Teams (PfMTs), Project Managers and Business Owners. The overall process is shown in figure
7-1.
Figure 7-1 Managing & Communicating Personnel Resource Constraints

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Source : PEM-9900.00.00-90x00-001-0-0-V0.1en
Projects, PfMT’s and Project Business Owners see the resulting Execution Capacity reported as
Focus, Active or Backlog per resource pool. This feedback results in an aggregated so-called FAB
heat map per managed portfolio. Based on the FAB heat map, projects which may not have
sufficient resources to meet the business needs can be identified and the organization can take
action to resolve the resource conflicts. In figure 7-2 an example for non-optimized and optimized
FAB heat map for one managed portfolio is shown.
Figure 7-2 Example of a non-optimized FAB heat-map and an optimized one:
Depending on the way organizations define and set up their Managed Porfolios as well as their
Resource Pools and Project Execution Committees the complexity increases in case the resource
pools provide their resources to projects within multiple managed portfolios with independent
managed priorities.
In conclusion, Project Execution Committees have different options to optimize their resource
utilization between managed portfolios. Two exemplary cases for one Execution Portfolio are shown
in figure 7-3.

Title
Source : PEM-9900.00.00-90x00-001-0-0-V0.1en
Figure 7-3: Resource optimization between multiple managed portfolio – 2 cases
Such topics have to be managed as they occur case specific through communication and alignment
triggered by the PxC between the concernced managed portfolios with the portfolio managers,
PfMTs and Business Owners (management by exception).
In order to manage the complexity and ensure the ability to apply the defined resource management
and heat map approach, the following recommendations are provided to organizations when setting
up their structure for Managed Portfolios, Resource Pools and Project Execution Committee(s):
 prevent to set-up too many managed portfolios within an organization in order to limit the
resource escalations between those managed portfolios
 set up and compose resource pools with resources of similar skills to support resource
constraint resolution
 rather split resource pools by taking into account e.g. the project types they work for (e.g.
R&D projects, sustaining projects, maintenance projects) to limit the link to too many
managed portfolios

Title
Source : PEM-9900.00.00-90x00-001-0-0-V0.1en
8 GLOSSARY & ACRONYMS
Acronym Description
Acquisition Cycle Projects are vehicles to convert an idea or need and to acquire a new
product, service or result. Executing the project brings the deliverables into
the business where they are applied. The Acquisition Cycle (‘3 Egg model’)
shows one pass through the loop and visualizes how projects & project
portfolios relate to the business. The Degree of Implementation (DI) is a
generic means of describing the progress through the acquisition cycle.
RBS Resource Breakdown Structure, technical set up in PEM-IT that reflects the
organizational breakdown of resources, refer
PxC Project Execution Committee, a group of resource managers set up in an
(Execution Execution Portfolio in PEM-IT in order to manage project resource constraints
Portfolio) across several / multiple resource pools.
PfMT Portfolio Management Team of a managed portfolio.
F/A/B Project Execution Capacity Feedback, balance between the effort required for
each project (requested by the project managers) and the available resources
per resource pool (committed by the resource managers).
Execution Aggregated heat map view (F / A / B) for a PxC and its resource managers for
Portfolio Report all projects and the involved resource pools across multiple managed
portfolios. Identifies resource constraints for the PxC to focus on.
FAB heat map Aggregated heat map view for PfMTs / Business Owners with focus on all
projects and the involved resource pools for ONE managed portfolio.
Identifies resource constraints for follow up with the PxCs. Base for decision
making to delay, put on hold or cancel lower priority projects.
M1 VERSION HISTORY
Ver Date Description Author

0.1 2019-06-13 First Draft Sandra Fürmeier
0.2 2021-10-28 Final Draft Sandra Fürmeier
1.0 2021-11-03 First Version / Issue Sandra Fürmeier
M2 CHANGE SUMMARY
Ver Section Description


Guideline - Project Resource Management

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Guideline - Project Resource Management

Business area Global

CKN 117 - Project Resource Management

Management of this Document

CKN 117 - Project Resource Management

CKN 117 - Project Resource Management

1.1 DOCUMENT OWNERSHIP & AUTHORITY

1.2 PURPOSE & SCOPE

1.3 RELATIONSHIP TO OTHER DOCUMENTS

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Figure 2-1 Strategic Resource Planning versus Operative Resource Planning

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3 PROJECT RESOURCE MANAGEMENT PROCESS

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In DI3 (Project Initiation)

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At Project Close-Out (DI5)

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3.2 OPERATIVE / CONTINUOUS RESOURCE MANAGEMENT PROCESS

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4 RESOURCE MANAGEMENT ROLES AND RESPONSIBILITIES

Table 4-1 RACI Matrix: Resource Management Tasks & Responsibilities

Estimate project resource demands

Plan project resource demands (capacity

Escalate unresolved issues to Project A

Respond to resource commitment A

Assign appropriately qualified resources

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DI Task / Decision PM RM TM/ PxC PfMgr PMO BO/

classified as Focus, Active, or Backlog in

Perform project prioritization for projects A

Ensure communication of project

Ensure that projects which are

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5 THE RELATIONSHIP BETWEEN RESOURCE POOLS, EXECUTION PORTFOLIOS & PXC’S

5.1 RESOURCE BREAKDOWN STRUCTURE (RBS)

Three types of resources can technically be set up in PEM-IT in RBS:

5.2 CRITERIA FOR DEFINING RESOURCE POOLS AND EXECUTION PORTFOLIOS

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5.3 RESOURCE POOLS

5.4 EXECUTION PORTFOLIOS & PROJECT EXECUTION COMMITTEES (PXC’S)

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Project Execution Committees (PxC’s) are formed to

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6 PROJECT EXECUTION CAPACITY FEEDBACK - FOCUS, ACTIVE & BACKLOG PROJECTS

Figure 6-1 Focus, Active, Backlog & Cancelled Projects

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7 MANAGING & COMMUNICATING RESOURCE CONSTRAINTS (VIA HEAT MAPS)

Figure 7-1 Managing & Communicating Personnel Resource Constraints

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Figure 7-2 Example of a non-optimized FAB heat-map and an optimized one:

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Figure 7-3: Resource optimization between multiple managed portfolio – 2 cases

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8 GLOSSARY & ACRONYMS

Ver Date Description Author

Ver Section Description

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