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StrategyDriven Resource Management Forum
“Vision without resources is a hallucination.”
Old Pentagon Quote
Organizations are complex creatures comprised of personnel with varying personalities, talents, needs, and aspirations. Increasing this complexity is the wide array of organizational possessions: tools and materials, physical and intellectual properties, and financial instruments. Ordering this complex collection of resources to ensure the efficient, highly engaged use of all of the organization’s assets is the function of the resource management program.
Processes associated with an organization’s resource management program vary between the strategic and the tactical. Within the realm of strategic planning, resource management encompasses the processes and activities of performing annualized projections and monthly/weekly capacity planning. Extended into the tactical arena of business execution, resource management involves scheduling; acquisition; retention; maintenance and development; and termination, retirement, and release/disposal of assets.
Resource management, whether strategic or tactical, focuses on personnel, material, land, intellectual property and financial instruments. In strategic planning, resource management processes group assets into large categories based on common characteristics. As processes narrow their focus from long-range to tactical resource planning, asset focus becomes more specific; even to the point of uniquely identifying the asset to be involved in an activity.
Focus of the Resource Management Forum
Materials in this forum are dedicated to discussing the leading practices of companies successfully executing a resource management program in support of strategic planning and tactical business execution. The following articles, podcasts, documents, and resources cover those topics foundational to a strong resource management program.
Articles
Principles
- Value of Effective Resource Management [StrategyDriven Premium Content]
- High overtime? You may have too many people. [StrategyDriven Premium Content]
Best Practices
- Best Practice – Attract the Best with Accountability [StrategyDriven Premium Content]
- Best Practice – Categorical Activity Prioritization [StrategyDriven Premium Content]
- Best Practice – Establishing the Foundation for Personnel Resource Sharing [StrategyDriven Premium Content]
- Best Practice – Ongoing Assessment of the Market Availability of Strategic Resources [StrategyDriven Premium Content]
- Best Practice – Staggering Project Starts [StrategyDriven Premium Content]
Warning Flags
- Warning Flag – Frequent, Inaccurate Resource Needs Estimation [StrategyDriven Premium Content]
- Warning Flag – Parkinson’s Law [StrategyDriven Premium Content]
- Warning Flag – Marginalizing Employee Contributions [StrategyDriven Premium Content]
StrategyDriven Expert Contributor Articles
- Five Steps to Resource Optimization: Any process can be improved, but it takes alignment to get it optimized by Ed Hughes, Becca Goren, and Mary Grace Crissey
Shared experience, organizational pride, and/or conflict avoidance can diminish the criticality of data and conclusion assessment; leading to exaggerated optimism and resulting in an organizational pursuit of unrealistic goals. Inflated expectations may drive investment in projects well outside of the organization’s risk tolerance. In today’s aggressive marketplace and under intense shareholder scrutiny, missteps like these can be disastrous for a company and its executive team.
Strategic analysis is a critical component of the strategic planning process. An integral part of a company’s evaluation and control program, it provides managers with a comprehensive assessment of the organization’s capabilities and market factors; revealing growth opportunities and vulnerabilities. Armed with this information, managers can more effectively choose from among today’s strategic alternatives to create the greatest future reward potential.
Business Programs