Technological Businesses and PlanningForce

Frederic Dufour / Mar 26 , 2017

Technological Businesses have the following three components in common.

⮚ Resources
Technological businesses use costly resources (both human and material) and professional skills are listed across a large variety of competences, secondary skills, and levels of expertise. Some resources have multiple skills, thus giving them an array of roles.

⮚ About their Projects
Projects start and delivery dates may be uncertain and the effort that will be accorded to the project is hard to know accurately. In addition to this, the priority of projects changes regularly.

⮚ About their Demand Processes
The demand process plays a key role in technological businesses’ performance, therefore they ideally need to be integrated with the operations at the planning level in order to measure their impact on the short- to mid-term effectiveness and profitability of the organization.

Why is PlanningForce good for Technological Businesses?

PlanningForce is good for Technological Businesses because it allows them to implement a Global Project & Resource Planning solution which takes into account the reality and complexity of their global planning challenges.

Furthermore, PlanningForce helps them to adapt to new business organization structures in order to regain agility that may have been lost due to new growth and demand processes that have reduced the overall productivity of their valuable resources.

To achieve this, PlanningForce helps the businesses to function as one centralized planning team known as a CPO (Corporate Planning Office). This CPO works to organize the business in a more effective and global way that optimizes the allocation of resources to the different projects across the business value chain.

PlanningForce helps Technological Businesses to exploit their potential, global, planning and scheduling capacities to their full extent.

Companies that adopt PlanningForce leave their competitors struggling to solve tons of local problems, leading to sub-optimal results as these organizations end up with poor project planning and sub-optimal use of resources.

Indeed, by trying to solve every problem locally, these companies are faced with insurmountable complexity and, while engaging in a tedious and lengthy process, they are unable to effectively use their most valuable asset: their resources!

With the help of PlanningForce, on the contrary, the implemented management principles are based on the observation that a global optimum is rarely achieved by trying to reach local optimums.

In this unified vision of the organization, a CPO run alongside PlanningForce plays a central role, as it will articulate the strategy of the company into a suite of well-defined and coherent operations.

The CPO’s role is to clearly formalize which projects need to be done and when. It must describe the task requirements; what means are necessary and how to organize them into the organization so that everyone will effectively contribute to the achievement of the company’s goals.

What PlanningForce does to help Technological Businesses along the way

Short term

PlanningForce helps Technological Businesses to easily solve complex project and resource planning problems. This assures companies that they are making the most of existing resource capacities for a given project portfolio.

Medium term

PlanningForce provides a clear view about their present and future resource capacity, based on current and forecasted activity levels. This helps companies to:

⮚ Adapt the resource portfolio to the project portfolio and vice versa
⮚ Present their plan in a more compelling way to their Sales force
⮚ Be better prepared when incidents happen, or change is required

Long term

PlanningForce helps Technological Businesses structure the organization to respond to all future challenges related to their growth