Wayne Caccamo, Sr Director, Product Marketing, Oracle
The Resource Management Maturity Model (RMMM) defines five levels of
process maturity: 1: Work Visibility; 2: Controlled Assignment; 3:
Governed Capacity; 4: Schedule-Driven Availability; 5: Granular
Management. One of the principle tenets of the RMMM is that higher is
not necessarily better when it comes to the maturity of your resource
management process. In fact, for most organizations, the optimal level
of maturity is Level 3: Governed Capacity.
We call this the resource management maturity sweet spot.
At Level 3, resources are managed at the "project" level rather than
at a more granular level like project phase or task. In other words,
resource management is essentially a top-down process as opposed to the
next level of maturity where resource assignments are driven bottom-up
from the project Work Breakdown Schedule (WBS) at either the project
phase level (Level 4) or detailed project activity level (Level 5).
Managing resources at the "project" level of detail, provides most of
the benefits organizations desire in terms of the ability to assign
resources to the highest priority projects, manage capacity to meet
existing and future demand, and track project and portfolio costs.
At the same time, it doesn't burden organizations with the additional
process complexity associated with bottom-up resource management.
The key business benefit of more granular resource management control --
the ability to accommodate incremental demand with existing resources
in a highly time/schedule constrained environment -- may not be
justified simply because of the potentially onerous information and
supporting technology complexity and process maturity demands.
To illustrate exactly what you are signing up for when you go bottom
up, consider this. WBS-driven resource management puts the burden on
project managers to accurately:
1. Maintain and update project phase dates
2. Assign individual resources to the relevant phases; and
3. Provide utilization requirements by phase.
For a portfolio with 100 projects, with an average of 5 phases per
project and 5 resources per phase, the required number of data values to
be kept up to date by the PM is 100x5x5x3 or 7,500!
If the organization does not possess adequate process maturity, the
dependent capacity planning and governance processes will be driven from
a mass of unreliable underlying information. This is a big risk.
In sum, understand your resource information requirements carefully
and make sure you can justify the incremental maturity level benefits
with the additional process complexity and associated risks.