Whilst implementing a resource management system for a team or small department is quite straightforward, the complexities and challenges rise exponentially when implementing a global resource management system. This post looks as these challenges and draws on Innate’s 25 years of experience to explain how they can be met.

The starting point for implementing a global resource management is usually a mix of regional based systems,

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Resource management tools justify their investment by helping organisations to optimise the utilisation of their project-based staff. This is no simple matter. A balance needs to be struck between having sufficient skills available so that each project commitment will be met, whilst ensuring that spare resources are not left hanging around ‘just in case’. 

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Resource allocation methods in project management are used to identify staff that are suitable for working on individual project tasks. It is part of the resource management process for managing the workload across multiple project and services, which starts with project demand management before allocating individual resources.

Project demand management

The purpose of project demand management is to ensure that sufficient numbers of appropriately skilled resources are available,

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Innate is part way through a major roll out project within a large multinational construction, property and infrastructure company. Following the success of Innate’s resource management software within their UK division, it was decided in 2019 to roll it out globally to their operations across 4 continents.

The UK has been using the resource management software for a couple of years,

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Contents

1   What is resource management software?

• What management information is produced?

2   Why is resource management so important?

• What are its financial benefits?

3   Who uses resource management software?

4   What needs to be in place for success?

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Managing multiple projects with limited resources is not for the faint hearted. Trying to keep the skills demand in balance with capacity is a never-ending battle. No sooner do you have it sorted than a project change arrives, demanding additional resources that you don’t have. Project resource management is a dynamic,

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Managing multiple projects with a limited pool of resources can be a bit of a roller coaster. Project based organisations face two conflicting challenges; there must be sufficient and appropriate resource available for each and every project, so that all client milestones will be met, but high levels of resource utilisation must be maintained,

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Managing multiple projects with a limited pool of resources can be a lively ride! Whilst there must be sufficient resource to meet each project’s commitments, having too much ‘just in case’ will quickly reduce utilisation levels and erode operational profitability. But maintaining effective utilisation of resources without jeopardising project targets is a tricky balancing act.

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Managing multiple projects with a limited pool of resources can be a wild ride. No sooner is the skills capacity nicely in balance with your project demand than something changes, requiring re-planning of crucial projects. When significant bottlenecks arise, key project commitments can be at risk, but periods of underutilization erode operational profits.

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As projects incorporate increasingly complex technology, the resource pool’s skill and competency levels need to step up a gear. Where project number are large and they cover multiple sectors and technologies, emerging technical shortcomings may not immediately be visible. But the consequences of falling short can be severe in terms of quality of work,

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