As a resource manager working with resources and roles, familiarize yourself with the following terms:
Defines the number of hours that a resource is available for work or is expected to work in one business day.
Default Value: 8
You can calculate weekly availability using the following equation:
Weekly Availability = (Availability) x (Number of business days per week in the assigned resource calendar)
For example, the Availability value for a resource is eight and the number of business days per week in the assigned resource calendar is five:
Weekly availability = 8 x 5 = 40 hours per week
Booking a resource as a staff member to an investment. An allocation amount is generated for each resource. You can calculate resource allocation using the following equation:
Resource allocation amount = (Availability) x (Number of resource workdays during the investment time period)
The number of working days for an individual resource during an investment is based on the resource calendar. All days that a resource is available during an investment time period are counted, including the start and finish dates.
For example, the following list shows the weekly availability of some resources during an investment time period:
If all the resources are allocated at 100 percent to the investment for three weeks, their allocation is as follows:
If you attempt to over-allocate a resource by staffing the resource to additional investments, you are warned. An over-allocated resource cannot perform work efficiently or complete work by the established end date. For this reason, it is important to be aware of how resources are allocated to investments.
In these examples, John, Bill, and Sue are the direct reports of Mary:
Future work for a resource on an investment. This term is also known as estimate to complete (ETC).
Actuals are the total number of hours logged by staff reporting into an organizational unit. Actuals are work units and not cost. Actuals refers to work that has been completed and posted to an investment.
For example: Last week, Mary's three team members logged a total of 139 hours of time in the system to various projects. The total actuals for last week for Mary's team is 139 hours.
Capacity Planning is the practice of evaluating resources, demand, and performance to improve utilization for maximum productivity. Capacity Planning includes the following processes:
The main objective of the Capacity Planning Overview portlet is to provide a complete picture of capacity, demand, remaining capacity, and actual hours provided by any given unit in the organization from a resource OBS hierarchical view.
Capacity is defined as the total amount of time that a resource makes available to the organization as part of their work contract. Capacity is also known as aggregated availability. The capacity for an organizational unit is the total amount of collective time for all resources in that unit. Resource OBS hierarchies can be defined to model staffing needs. Often, these OBS units represent reporting relationships or geographies or business units. Clarity uses Resource OBS hierarchies to filter capacity results in the portlets. Capacity includes named resources that belong to an OBS or descendant OBS and does not include roles.
For example, If a person is contracted to work 40 hours each week, he has 40 hours of capacity.
Mary has a team of three direct reports that work 40 hours each week. The capacity for Mary’s organizational unit for any given week for is 120 hours. Note that Mary is not included in the capacity of her team. If Mary has down-line staff that report into her direct reports, the total capacity for Mary's organization is made up of the aggregate capacity of all the organizations that report into her.
Demand is defined as the total amount of requested time on a resource or role in the organization. Demand is based on the Planned Allocation for team members allocated to an investment. Demand includes allocations for both named staff and requested roles from an organizational unit. Clarity uses the Team Staff OBS unit to qualify demand when filtering by OBS. Demand is made up of hard-booked time and soft-booked time. If the Team Staff OBS is blank, it refers to the Resource OBS.
Examples:
The total demand for the resources in Mary’s organization is 105 hours for the next week, 60 of those hours are hard-booked staff, 20 soft-booked, and 35 unfulfilled roles.
Remaining Capacity is defined as the total amount of time that any organization has available to work on projects and that has not already been booked or requested of that unit. It the difference between capacity and demand. Capacity – Demand = Remaining Bandwidth.
From the examples above, Mary's organization has 15 hours of available bandwidth for next week.
Represents named resources with hard booking status and it does not include metrics for roles. A team staff member with Booking Status set to Hard means hard allocation and planned allocations are the same.
Represents named resources with soft or mixed booking status and it does not include metrics for roles. A team staff member who is soft-booked has only planned allocations and no hard allocations. A team member is mixed-booked when the planned allocation and hard allocation are not equal.
In this portlet, mixed status is reported as soft-booked staff. A resource is mixed-booked when there is a change in the way the resource is planned to be allocated.
Note: The mixed booking status requires Allow Mixed Booking to be enabled in the Settings options located under Project Management in the Administration menu. The Allow Mixed Bookings setting helps to manage the planned allocation and hard allocation separately.
Represents all roles and their allocation based on the filtering criteria for the booking status. Roles can be allocated to a project or an investment with hard, soft, and mixed booking status and planned or hard allocations.
The demand to which roles are allocated for an investment.
The total capacity minus total allocation demand. Negative unused capacity indicates over-allocation.
The total investment allocation minus total investment assignment allocation. Negative unassigned work shows where the assignment allocation exceeds the investment allocation.
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