Managing Resources with Project Online / Project Server 2016

Managing Resources with Project Online / Project Server 2016

Regular price $1,450.00 USD Sale

This course consists of 4 live, online sessions of 3 hours each through our online learning platform and will take place on: 

Session 1: 16 Jan. 2018 9AM-12PM EST
Session 2: 18 Jan. 2018 9AM-12PM EST
Session 3: 23 Jan. 2018 9AM-12PM EST
Session 4: 25 Jan. 2018 9AM-12PM EST

The course material is a 150-page course manual.

You will get a high-resolution PDF course certificate at course completion.

This course is designed for resource managers, line or department managers and their support staff that use Project Web App (PWA) and Project Server or Project Online

About this Course
This 2-day course prepares resource managers to manage their resources effectively in a Project Online or Project Server environment. With Microsoft Project Server, many organizations have an opportunity to improve the resource management within their organization. The course is a hands-on workshop in which participants will work with a real database of projects in an online database. Participants will do hands-on exercises.

Each participant will receive a copy of the course manual and an electronic certificate with PDUs upon completion.

Learning Objectives
After this course, you will:

  • Be aware of the main areas of resource management:
    Resource Capacity Planning,
    Resource Demand Management,
    Resource Balancing, 
    Resource Allocation,
    Resource Usage Optimization, and
    Workload Leveling
  • Know business processes for allocating resources in a pure functional organization, matrix or pure project organization
  • Be able to determine a target resource capacity for the longer term (Resource Capacity Planning) or level the workloads within the capacity (Resource Leveling)
  • Be able to monitor resource workloads and resolve over-allocations (Resource Leveling) in an enterprise resource pool
  • Be able to optimize the resource usage on the short term by optimizing the use of critical resources or by resource substitution
  • Know how to monitor and manage administrative hours and maintenance hours
  • Be able to capture individual resource vacations in the enterprise resource pool
In this course, we will focus on how organizations can improve their resource management through Project Server. Resource management can be improved in terms of proper adjustment of resource capacity, maximizing utilization of resources and the equal spread of workload across resources. There are many other aspects of resource management (job satisfaction, motivation, team dynamics, remuneration etc.) that fall outside of the scope of this course.
    Course Topics
    Resource management consists of:
    • Resource Capacity Planning: Determining the right number of resources by role for the organization on the long term
    • Resource Demand Management: Staggering the projects in such a way that the demand for resources does not exceed the resource capacity fixed in the medium term.
    • Resource Balancing: Finding out what the ideal composition of the project or program team is in terms of number of FTEs in each role
    • Resource Allocation: Finding the right resources for all projects and authorizing the project managers to use them
    • Resource Usage Optimization: Maximizing the workload of resources within their availability in the short term
    • Resource Workload Leveling: Keeping the workloads within the capacity of the (generic or actual) resources
    These topics will be elaborated below.

      Resource Capacity Planning

          If you do the capacity planning well (proactive), you will have little workload leveling to do (reactive).
          The importance of using Team Assignment Pools as generic resources, because they have zero capacity.
            Modeling different resource availabilities in the Enterprise Resource Pool:
            • Temporary and varying availability
            • Part-time and full-time
            • Compressed workweeks: 4-40 workweek or 9-80 workweek
            • Overtime
            • Consolidated resources
            Questions for resource capacity planning
            • Plan the capacity for: ongoing and project work only, or also administrative and personal time?
            • The resource capacity is flexible on longer term, but fixed on the short term (constraint): for how many weeks/months from now is the resource capacity fixed for your organization?
            • Monitoring all resources or only critical resources?
            • Using resource engagements or schedules with generic resources to model resources needed (resource demand)? Pro's and con's
            • Do your resources have one (primary) role or multiple roles? Business processes for both situations.
            Strategies for resource capacity management:
              • Adjust the resource capacity to the demand (resource capacity planning): the goal is to find the optimum resource capacity given projected workloads. Resources will be hired or trained to adjust the capacity, which takes time.
              • Adjust the resource demand to the capacity (resource demand management and workload leveling): the goal is to level workloads on the short term given a fixed resource capacity. Projects and tasks will be delayed to fit in the capacity.
              • Combination of both resource capacity planning and resource leveling: For many organizations, the resource capacity is fixed in the next 0-3 months ahead and flexible in the next 3-6 months ahead
                Resource capacity planning
                  • How to create a headcount report with number of resources available versus needed by role, department or region
                  • Determine the most critical resource (skill) for the 3-6 month time frame. Decide if you should hire or train more people in these critical skills, or if you need to trim non-critical resources to balance the organization.

                  Resource Demand Management

                  Staggering the projects in such a way that the demand for resources does not exceed the resource capacity fixed in the medium term.

                  On the medium term (typically between 2 and 4 months into the future), the resource capacity is fixed and cannot be adjusted. What you can do is delay the start of projects (stagger) in such a way that the demand for resources does not exceed the fixed capacity.

                  Resource Balancing


                • Resource balancing is program/project managers finding out what the ideal composition is of their team in terms of number of FTEs in each role: e.g. should a program manager have 3 system analysts, 8 developers and 4 testers or 2, 8 and 5 respectively?
                • Resource Balancing requires you to have resource roles in your shared pool and assigned to the activities in the program to balance. 
                  • Resource Allocation
                      • Making an inventory of the human resources of your organization:
                        • What skillsets (roles) are available?
                        • What levels of competency do your resources have in these roles?
                        • What diplomas or certificates are relevant?
                        • What work experience is unique in your organization and relevant for finding the right resource?
                        • How many people are available in each role?
                      • What type of organization are you in: pure functional, matrix or pure project organization?
                      • Resource allocation processes for each type of organization
                      • Using Resource Engagements and/or high-level project schedules to capture the need for resources by proposed project
                      • Important decision upfront: Allow project managers to over-allocate resources (reactive workload leveling) or not (proactive workload leveling)?
                      • Matching human resources with resource needs: skillsets (roles) and availability.
                      • Different ways to check if the resource has the right skillset and the right availability.


                      • Resource Usage Optimization

                          • Calculating resource utilization and improving it
                          • Formula to calculate the resource utilization
                          • Creating a resource utilization pivot table by role, by department or by region
                          • Improving resource utilization in the 0-3 month time frame:
                          • Balancing workloads across resources: Resource Substitution
                          • Optimizing the Critical Resources
                          • Resource substitution
                          • Manual resource substitution
                          • Re-assigning the best resources to the most critical tasks
                          Optimizing the Critical Resources
                            • Theory of constraints: the critical resource determines the throughput capacity of an organization:
                            • The resource constraint and the importance of project ranking
                            • Determine the most critical resource for the 0-3 month time frame (fixed resource capacity) and explore how to exploit this restricting resource capacity to the maximum:
                              • Are these most critical resources the best ones in their skill category? If not, you can make improvements.
                              • Do the most critical resources manage their limited time well: Do they use disruption-avoidance techniques well? Do they use concentration-enhancement techniques? Do they apply their limited productive hours well? Do they not stress or tire themselves unnecessarily?
                              • Are they multi-tasked or single-tasked? Multi-tasking is known to be less productive.
                            • Will you make these critical resources king while they are critical? (Pass the King’s crown).

                          Resource Workload Leveling

                          Leveling workloads in project portfolios: staggering projects
                          Proactive resource workload leveling: Using Portfolio Analyses in PWA to ensure that authorized projects will have resources.
                          Reactive resource workload leveling with Microsoft Project:
                            • Automatic leveling
                              • Quantifying the time risk caused by over-allocations in a portfolio
                              • Level workloads across multiple schedules using project priority numbers
                              • Leveling options: exclusions, priority numbers, time frame
                              • Checking the results
                              • Manual leveling
                                • Using Free Slack or Total Slack
                                • Improving the Resource Allocation View