Financial planning is only a side of the coin. The real challenge is doing the resource planning, be it human resources or any other type.
The non-financial planner takes care of that precisely.
The structure is partially similar to the financial planner (the top toolbar is the same, the sections "included", "excluded" and "company contraints" are also present here). Several of the tooltips and messages on contraint violation are the same, so please refer to financial planning for a quick review.
Now let's focus on core non-financial planning.
Instead of CAPEX, OPEX etc... here we have categories such as People (under which we have capabilities), Information, Application and Infrastructure. The system uses a hybrid framework of ITIL and COBIT to define the PPM structure. Here is an example of some entries for each category.
The system will come with empty categories which you'll have to create for your company.
By clicking on the button of each category you can add your own.
Let's say you want to define a new "People" category called "junior developer":
You'll have later to define which is the cost for an average junior developer (you can set it on a daily or on a monthly basis). We'll see later how we can later override this value on a project/month basis.
With the sliders you can decide how much of the amount specified will go to CAPEX, OPEX or Administrative (this will be important later, when the system will cross check the non-financial resources with the company financial contraints).
A resource (more common for non-human resource) might be treated as a "flag" or "checkbox". In most cases (especially HR) you'll leave the "type" to "numeric". But you might want to say that the resource in question is "access to building X", which does not imply a quantity. In that case you select "checkbox". you can still specify a unitary cost also if you mark it as a checkbox. In case you do it will be considered full cost (if flagged), zero otherwise.
The planning of HR usually starts with "general" resource (e.g. "we need 10 Business Analyst") not specific (e.g. "we need John Smith"). So you'd expand the "Business Analyst" line under "People", expand the project you want to plan, and under the "GENERAL" line you'd add 10. Which stands for 10 FTE per day during February 2017 in this case.
When the project planning is more advanced you might want to allocate certain specific resources. You can do so by clicking on the in the same cell as "GENERAL". This will open a modal to choose resources from:
HRs will be listed prioritizing first availability, then capabilities needed. In the case above Margarita is partially scheduled, so she's at the bottom, despite knowing two capabilities (Java and PHP) which are both needed in the project (see "Missing capabilities"). To add a resource click on the checkbox and then . As soon as that is done the resource can start to have FTE assigned to the project on a montly basis. So until you actually specify how much time the resource will work in each month of the project, the resource is not considered as added.
In the example below we just added Francçois Pascal to project HR Suite for the first 3 months of the project. The first 2 months full time, the third part time:
To have the system provide smart guidance on resource allocation, three things are needed:
- Capabilities must be created (see HR Company Management)
- Capabilities must be assigned to HR (again see HR Company Management)
- Each project must have defined the capabilities needed for each month
To carry out the last point you'll need to focus on the "Capabilities" section under "People":
here you find how many FTE you'll need per project per month per capability.
The philosophy is similar to the one encountered in financial planning when it comes to company constraints:
You might think it's redundant to have to set here the number of "Business Analysts" the company employs, or the number of people knowing Java the company has. The fact is that in the HR Company Management table we have a snapshot of the current time, we know nothing about the future. This table on the other end covers both the past and the future. It can (and should) be used as a driver for the HR Company Management: we know that, due to the projects we need to run in the coming year, that we'll need X Business Analysts and Y people knowing Java. So we can plan in advance the company hiring strategy.
As we have mentioned this deliverable too has a full set of constraint checks as the financial planner. In addition here we have also a check on overstaffing and overtiming.
Overtiming (a person working more than 1 FTE in a given month for a given project) is marked orange:
Overstaffing (a person working more than 1 FTE in a given month across multiple projects) is marked red:
In the example above we see that François is staffed both on project HR Suite (full time) and on project Phoenix (part time) for the same month. The tooltip message helps understanding the situation.
You probably have noticed that even if only one cell generates a conflict, the highlighted cells are more than one. That's because the system "bubbles up" the problem at project level, resource type level and also in the "totals" columns. This way even if every possible row and column are collapsed you'll still know that something is amiss.
So far in the non-financial planner we spoke about quantities:"how many of X do I need in project Y for month Z". It's time to turn those quantities into economic impact. To do so let's introduce the unitary cost override interface.
The cost for each resource has been specified at the moment of creation of that resource (see above). You can override that on a project and even on a montly basis. It might seem a bit absurd but let's think about the following case. What if we need 10 Business Analysts for project A (at their standard rate) but during the first 3 months of the project we'll have to pay them more because the project takes place in a different country. No problem: we have a tab "unitary cost":
in the example above we are saying:"during the first 3 months of project HR Suite override the regular cost for a business analyst to 1500$/day". Regardless of the fact that during the creation of the resource you specified that the cost was monthly or daily, here the data will be always daily for coherence.
Of course a specific resource might have a different cost. E.g. John Smith, despite being a Business Analyst, earns more. The daily rate for each specific user is set in the HR Company Management. Nonetheless in this table you might want to override that too, for a given project/month. This can be done in the HR Company Management page.
Now we are ready to gauge the economic impact of our planning.
The economic impact is available through its tab.
It's a read-only table that takes the quantities and multiply them by the corresponding unitary costs. As several overrides of unitary costs are possible, it will take always the most "specific".
In the top part there is a "reminder" of what where the CAPEX, OPEX and Administrative company contraints that were set in the financial planner. Now the system "closes the circle" and cross checks: is it possible to fund all the resources needed? In case it's not you will see the usual tooltip: