Project Management Process and Tools Can’t Be Too “Big” for Small Projects

While browsing through the latest edition of PM Insider*, a newsletter from, the following question and correspondence caught my eye.


I have a short project coming up that seems too simple to need to go through all the usual processes. Is there a quick way to ensure that the project plans are baselined and tracked in my automated software? My boss will still want(s) effort, schedule and cost captured and reported and the usual PMI processes honored?

 Provided Answer:

A. Collect cost receipts in a manila folder and ask team members to write down the time they spend on each task. You can figure out a report at the end.
B. Go through all of the steps, including your automated software files, just as you usually do. Short projects should be planned, documented and archived exactly as longer ones.
C. Use a quick plan with lighter documentation, but involve your team in close communication on a daily basis.
D. Pull a similar electronic project file from your archives and change its name to the name of this project. Submit this disguised project at the end.

This is a great question and evidence of an endemic issue for many project management professionals, which is really – my project management process and “automated software,” be it PPM or something lighter, is clunky or actually “not automated enough” so it’s a hassle and feels like a waste of time to go through and use for “minor projects.”

I concur with the sentiment of the answer provided that if the project – major or minor – is worth doing, then it’s worth tracking, which means the investments you’ve made in project management processes and tools should be leveraged to do so. And if those tools and/or processes make it overly cumbersome or time-consuming to do this for minor projects, then the process and/or tool(s) should be adapted to accommodate managing smaller projects easier.

A 200 hour departmental project should be easier to manage than a 20,000 hour enterprise project. That’s intuitive enough, but not always the case when processes and tools have been designed and implemented to manage, track and measure high investment projects. If employing the same processes and tools to manage and track smaller projects makes it unnecessarily complex and time consuming, is it really worth it?

Hello rogue projects.

Hello bad habits.

Hello failed investments in project management process and tools.

Processes and tools should be flexible to accommodate this delineation without sacrificing management capabilities or tracking requirements. If it’s too much work, it probably won’t be done if the perceived value/return of using the process/tools doesn’t correlate with the scope of work or time required to manage a seemingly minor project.


* Newsletter 12/4/2013

BioBridge Global Gets Competitive Edge with Daptiv’s PPM Solutions

We are excited to announce that with the help of Daptiv’s innovative PPM solutions, BioBridge Global (BBG) was successful in aligning its multiple business lines, streamlining complex processes and standardizing projects across the organization. BBG is a non-profit company that oversees and supports the South Texas Blood & Tissue Center, QualTex Laboratories, GenCure, and The Blood and Tissue Center Foundation.

For an organization catering to a highly regulated industry, the road to smooth planning and execution needed a lot more than just a PMO. Operating in the heavily regulated Healthcare industry with changing government strategy, policies, and meeting multiple audit requirements, BioBridge Global was in need for a dynamic project portfolio management (PPM) tool that would help them keep up with changing requirements at the project level without adding excessive time and cost.

In collaboration with Daptiv, BioBridge Global created several custom applications using Daptiv’s Dynamic Applications, including a report-building scorecard and applications that provided visibility and cost/benefit analysis. Daptiv’s report building mechanism enabled BBG’s governance committee to take critical business decisions as it grew its business operations across the state. Additionally, Daptiv’s insight has helped BBG determine a project’s fit in supporting the overall business by identifying costs, potential risks, resource issues and more before a decision is made to green light a project.

To know more about the announcement, click here.

Daptiv UK Hosts Customer Day in London to Discuss Best Project Management Practices

This month, we hosted an exclusive daylong roundtable for our customers in London. This meeting was designed to bring together project managers and senior executives to discuss their changing roles, challenges and how they were using Daptiv solutions to enable them to achieve optimized efficiency within their organisations to compete, grow and facilitate change inside their businesses.

The roundtable focused on the topic, ” Evolution & Innovation”. Issues raised at the meeting included implementing corporate strategy with limited resources, optimizing strategy delivery, using Portfolio Management to achieve the correct balance of projects, and why Project Portfolio Management matters. Attendees discussed a range of topics including change, transformation, strategy, prioritization and share some useful hints & tips to use Daptiv solutions more efficiently. Additionally, our guest speaker Richard Trett, IT Portfolio Manager and Process subject expert shed light into utilising process and process methodologies through an interactive presentation with our gathered audience.

Various studies conducted by firms such as Forrester Research, Gartner and Software Engineering Institute (SEI) state that 60 to 80% of project failures can be attributed to poorly defined requirements. Organizations have long acknowledged that requirements management best practices are critical to project success. However, many have been slow to change due to misconceptions or ingrained beliefs about the role of requirements in the project management life cycle. This roundtable introduced the requirements for management process and provided a practical implementation approach to ensure successful project delivery. In the current economic environment, there is tremendous pressure to drive down operating costs, increase profits and to become more effective in driving the strategy needs of organizations, while managing constant global change and increases in regulatory and compliance requirements. Having used Daptiv solutions, all our attendee were of the opinion that without PPM processes and a common approach to the management of projects, there will be multiple views on the right methodology, only leading to money, time and resource leakages.

Because portfolio management is a holistic system that requires involvement by project managers, project teams, executives, managers, supervisors and front-line employees, this session highlighted the importance of tools in implementing PPM and attendees demonstrated how to best utilize PPM processes to meet executive demand.  It was interesting to witness the different ways in which our customers are implementing Daptiv.

Some of the key takeaways from the roundtable were:

  • Speed to innovation is accelerating
  • Executive sponsorship of PPM programs heightens success
  • Process methodology narrows the gap between ideation and innovation
  • Daptiv allows our customers to make good decisions
  • Allowing our customer to do the right projects right

Understanding the Concept of Strategic, Tactical and Operational Resource Management

In a recently conducted survey by Daptiv, it was revealed that resource management is the top business challenge for most senior executives. Nearly 67 percent of senior executives surveyed identified prioritizing work to fit available resource capacity as their biggest business challenge. Despite the key role of strategic alignment, many organizations leave their managers mired in a myopic view when it comes to resource management.

Hence, when we look at resource management activities in Project Portfolio Management (PPM), I believe that there isn’t a single / linear approach to manage the resource management process.  In fact, resource management in its essence is hierarchical; there are three views wherein the strategic lens drives the tactical lens, which in-turn drives the operational lens. Therefore, resource management is best explained through the following framework.

Strategic Resource Management

What is it?

Strategic resource management focuses on resource demand at a macro level. A level where portfolios are defined and budgets are committed to. This is usually done at the executive level in an organization. Executive teams should be looking at various Run, Grow, and Transform initiatives trying to determine what investments are going to allow the organization to achieve their defined goals and objectives.  In most organizations decisions are made on the budget/portfolio and no consideration is ever given to the resource impact on the organizations responsible for implementing the portfolio has. Organizations ignore resource impact until they are ready to execute on the initiatives – this is tactical or operational thinking, not strategic.

Strategic resource management is about understanding the impact of resource commitments needed for the initiatives to succeed.

Why is it required?

Strategic resource management is fundamental to organizational alignment.  If the executives in an organization need to see results from various initiatives they have authorized, then they must make sure that capacity needs are addressed and available  to make things happen.  If there is no organizational alignment, it doesn’t matter how good the strategy is, it will fail due to poor execution.

How is it done?

  1. Understand true capacity – Key to this is making sure there is a clear delineation between project time, non-project time, and non-working time so that true capacity [net & gross] is understood.
  2. Project Time – The planned, forecasted and actual time to complete project deliverables – this could be either at the task level or if your organization is not ready for task level management, then project level at a minimum.
  3. Non-project Time – This is effort that can’t be categorized into a project , but is a classification of time like admin and other business-as-usual effort. It is important to track non-project time to get that complete picture of capacity. Besides, it is really difficult to predict true capacity without knowledge of the amount of non-project effort that is actually happening. As a side note, after a while you’ll be delighted to actually uncover that what is classified as non-project effort is actually related to a project.
  4. Non-working Time – Again – complete capacity – we need all time including vacation, jury duty, sick time, etc. It is also important to define the “splits” of project time vs. non-project time. Some organizations use the 80/20 rule; 80% non-project time, 20% project time.  You really need to identify and set aside the plan for non-project work. Analysis of planned non-project time provides a deeper understanding of actual non-project time and available project time.
    1. Align resources to resource types – Although our inclination is to go directly to a named resource.  The goal is to align like resources to a “resource type” or resource classification. This makes the task of understanding capacity much easier and the identification of additional headcount requirements controllable.
    2. Forecasting Strategy – An organization also needs a good forecasting strategy for project and non-project activities, to insure the forecasts, are always accurate.
    3. Portfolio strategy – A good portfolio strategy will align to the business drivers and allow the organization to categorize various initiatives as Run, Grow, and Transform for example.
    4. Governance – Simply prioritizing once a year is not sufficient, initiatives pop up all year and decisions on how to act on those requests need to be put in context with the rest of the portfolio to ensure optimum return.
    5. Time sequencing of resource demand – This is the critical part. At the investment/project level and for each resource type, identify the requirement hours for each resource on a weekly or monthly dimension for the length of the project.
    6. Identify strategic demand – With resource demand now identified to the project and the list of proposed projects for the portfolio, you can analyze strategic demand from the true capacity in step 1 whilst analyzing resource demand from steps 2 and 6.

What are its benefits?

The organization as a whole will be in alignment with what needs to be executed, how it should be done and who needs to do it.  The mid-level managers will be empowered to make the right staffing decisions.

Tactical Resource Management

What is it?

Tactical resource management is about understanding project relationships and dependencies and “slotting” the projects to start when resource availability is aligned with project requirements.  At this point you are looking at roles and not individuals.  If your organization has a Project Management Office, then this activity is conducted by the PMO in coordination with the various project sponsors (usually Line of Business executives), and resource managers.  If your organization doesn’t have a PMO, then this needs to be done by a VP of Strategic Planning in coordination with the project sponsors, and resource managers.

Why is it required?

Aligning resources to work on the right project at the right time is the key to getting projects off the ground and running, and this needs advanced planning to make sure there are no resource shortages or contentions.

How is it done?

  1. Resources need to be aligned into like resource types (as prescribed in Step 2 of Strategic Resource Management), preferably assigned to a resource manager(s).
  2. Project owners/managers are responsible for forecasting the resource demand (resource types) on projects. This is critical in maintain capacity knowledge.
  3. It is not only critical that the resource manager maintains project demand, but also that resources keep the resource manager informed on non-project and non-working events in order to maintain accurate capacity forecast.
  4. It is generally a good idea, if not best practice, to have periodic resourcing meetings to review resource and portfolio demand. Decisions from this meeting inform the resource manager on the steps required to fulfill demand.
  5. It is the resource manager’s “role” that is responsible for maintaining the right staffing levels for the resource type and for evaluating the correct “slot” to fit resources to projects.
  6. Finally, the ongoing analysis of the headcount delta required to execute the portfolio and available capacity will dictate your staffing/hiring needs.

What are its benefits?

The project sponsors have a higher level of confidence on when their projects will be executed. Resource Managers are involved early in the planning process to create a staffing plan to meet the needs of the sponsors. There is a higher level of accountability on the resource managers to deliver the resources when needed.

Operational Resource Management

What is it?

Operational resource management mainly deals with creating a staffing plan at the project level in consultation with the resource manager and working with the project staff to meet project deadlines. This is primarily done by the project manager of the project.

Why is it required?

Operational resource management is where the rubber meets the road.  Having the right people to work on the right tasks at the right time is paramount to successful project execution.  Failing to do so will lead to cost overruns and delays.

How is it done?

  1. Up to this point we’ve only looked at resources from a forecasting perspective. Now we need to translate that forecast into a plan.
  2. The project manager validates scope, and builds a project plan (work breakdown structure or WBS). He then creates /updates the resources forecast, and make resource requests to build the resource plan.
  3. Once the resource request(s) are fulfilled, then the project manager simply assigns the named resource to the tasks.

When executed properly, resources are updating time in their timesheets and submitting for approval, thus providing the feedback loop to the resource and project management processes.

What are its benefits?

Resources will be available and ready to perform tasks as and when needed.  The project manager can focus on project deliverables rather than scrambling to find people to staff the project.

Employees are the most valuable asset and the biggest expense for most organizations. The ability to deploy employees effectively against often conflicting projects and other work priorities enables organizations to optimize their return on human resource investments. In conclusion, having a hierarchical approach to resource management enables any organization to share unified information across the enterprise so that they can make smarter business decisions across all levels.

Daptiv honored as Bronze winner in the 5th Annual 2013 Golden Bridge Awards

 Only Project Portfolio Management Vendor To Be Recognized In The Mobile Product Innovation Category

This month, Daptiv earned the Bronze status in the Golden Bridge Awards for its Daptiv Mobile solutions. We were the only PPM vendor to be featured in the Mobile Innovation category. More than 40 judges from a broad spectrum of industry voices from across the world participated and their average scores determined the 2013 Golden Bridge Business Awards winners.

The annual Golden Bridge Awards program encompasses the world’s best in organizational performance, innovations, products and services, executives and management teams, women in business and the professions, innovations, case studies, product management, public relations and marketing campaigns, and customer satisfaction programs from every major industry in the world. Organizations from all over the world are eligible to submit nominations including public and private, for-profit and non-profit, largest to smallest and new start-ups.

Daptiv Mobile makes it simple for enterprises to deploy and for project managers and team members to use. Since Daptiv Mobile leverages HTML5, there is no application to install or maintain. Daptiv Mobile is accessed on the user’s smartphone browser and the application automatically syncs any updates and changes made on a mobile device with Daptiv PPM. Unlike other mobile PPM offerings that are iPhone or Android-specific applications, a single version of Daptiv Mobile caters to clients across multiple mobile platforms – including iOS, Android and Blackberry. This ensures that users experience the same interface across multiple devices.

Daptiv Mobile, a HTML5-based Web client that enables users to securely manage timesheets, tasks and approvals anywhere from a mobile device. This application complements Daptiv’s cloud-based PPM solution and gives users more choices on how to use Daptiv PPM away from their offices and computers.

To learn more about Daptiv mobile, please visit: