Purpose
To ensure that executives have a correct representation of true capacity to execute
work to avoid the risk of over-committing the resources with large workload backlogs. |
Relationships
Roles | Primary Performer:
| Additional Performers:
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Inputs | Mandatory:
| Optional:
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Outputs |
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Main Description
Provide a complete and accurate view of true availability of resources and
facilities to the portfolio executives, including identification of critical
resource bottlenecks and negative, recurring trends.
These key dimensions of resource consolidation are typically represented in
various reports, analysis, and trends:
- Capacity utilization
- Team efficiency trends and measures
- Estimated work backlog
- Critical resource bottlenecks
The main focus of this consolidation exercise revolves around human
resources, but this consolidation also includes financial resources and
facilities. |
Steps
Determine resource availability for work
Determine the total capacity over the work pipelines per resource type, geographical location and skill levels,
or any other dimension as laid out in the portfolio structures and metrics. The notion of capacity measurement includes the
definition of total - as well as remaining - capacity available to perform work. |
Develop portfolio trends and analysis
Analyze the components according to the required dimensions, such as resource and financial dimensions. From a resource
perspective, analyze the demand for critical resources and skills to identify possible bottlenecks. From a financial
perspective, analyze key financial metrics and compare to threshold values. |
Generate required portfolio reports
Based on the standard formats that are pre-defined for each stakeholder group, produce the required reports and submit to
stakeholders. The standard formats include financial, schedule, timelines, resources, risks, etc. |
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Key Considerations
A common challenge with balancing the portfolio (in a way that it increases the probability of meeting schedule
deadlines) is a recurring under-estimation of the work in progress, which in turn leads to an over-estimation of the
organization's capacity to accept new work. |
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© Copyright IBM Corp. 1987, 2012. All Rights Reserved.
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