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Title Dynamic Resource Allocation Strategy Workforce Management      
Resolution
Dynamic Resource Allocation Strategy
A new way of thinking
Created December 2014
 Updated 10-8-2015
Updated 7-28-2016
 
 
dynamic - a force that stimulates change or progress within a system or process
 
  
   Index
   The Process - Dynamic Resource Allocation Strategy 12-18-2014
   The Service Manager Role    1-1-2015
   The Service Coordinator Role    1-6-2015
   The Project Manager Role    6-1-2015
   The Service Operations Manager Role   7-28-2016
   The Sales Management Role    .
   The Technical Account Manager Role   .
   Supervisory Roles - CEO, CFO, CIO, CTO, COO  .
 
By Chris Lietz 12-17-2014
 
 
 
The Process of Customer On-Boarding - Dynamic Method
 
Data-Tech was built on a proven method of quality service beyond expectations for the first 19 years a similar process to the one outlined below was successful and established a strong and loyal client base.
 
With the development of Managed IT Services and "X" as a Service the current model is no longer an efficient or effective way to deliver the consistency and high level of services our clients and service programs require.
 
There are several proposed methods to address this challenge and I have run several scenarios through to vet out the best potential options for the company as it currently operates.
 
The key to success for any plan is execution. To properly execute a plan you must have the right amount of qualified resources available.  I do feel we have leadership in place who can manage the execution of the plan. This plan requires a constant review of available resources. As our services evolve our company and processes to deliver those services must evolve as well.
 
I have designed a service delivery plan I call "Dynamic Resource Allocation".  The Dynamic Method is a constantly moving and changing process though it builds a deeper and more lasting relationship with the client. As opposed to a dedicated "Onboarding Team" which is a static method but creates a Dynamic and changing relationship with the client. Applying the Static Method to New Customer Onboarding will create a trusted relationship with the client through the onboarding process but then require the hand-off to a new entity which creates a gap in the gained knowledge of the Onboarding process.  The Dynamic Resource Allocation strategy leverages the relationship created and knowledge gained during the onboarding process and allows the relationship to continue.
 
Here's how: The Dynamic Onboarding Method utilizes everyday available resources.  (Yes, the key is to have qualified available resources, we will discuss strategies for this later). Assigning support personnel to specific clients is a natural process and builds trust, confidence and knowledge. This process is in use today though not done purposefully.  As we bring on new clients they tend to stay with the first technician assigned to service them. So though not purposefully done the Dynamic Onboarding Process is in operation today.  My goal is to streamline this process and make it purposeful by involving Internal Resources as well as External Resources there by creating a deeper relationship with the client.
 
The Dynamic Onboarding Process is the process of taking an available existing resource and assigning those resources to onboarding the new client. Obviously that resource has to be available for not only the onboarding process but to continue servicing the client post onboarding.  This is where the Dynamic Strategy comes into play along with proper resources management.
 
Note: The Dynamic Resource Allocation Strategy does not negate the potential for Statically Assigned Resources. Although the majority of resources are dynamic, it is conceivable that the Project Manager will develop dedicated resources for certain project tasks and onboarding.  This resource however would be required to engage and work with the Dynamically assigned resources for the ongoing services to the client.  Static resources should never be solely assigned to tasks.
 
The management of the service resources must stay ahead of the game and ensure resources are available for client onboarding.  The process is Dynamic because the resource availability will need to be more during the onboarding process and less once the client is successfully on boarded.  Think of this as an elastic band stretching to its limit for a time and then retracting..but not retracting all the way.  Each time the band is stretched and retracted the next stretch is shorter.  At some point that resource will be exhausted and another must be ready to take its place.  Though the process is Dynamic it creates a Static relationship with the client. (The opposite of the static "Onboarding Team" model which creates a Dynamic (changing) relationship)
 
At this point you may be thinking it's a waste of money to have resources sitting around for this process. That's the hidden beauty of Dynamic Resource Allocation.  The overall strategy for Dynamic Onboarding is a strategy of Dynamic Resource Allocation leveraging existing resources.  Mastering this strategy will guarantee success.  These resources would be the very same resources that are available for Day-to-Day Ad-Hoc services. Daily services calls, non project work, bench work and emergency response situations.  Except their priority calls from assigned clients go to a specific resource. Again the key is to manage these resources so as they get to 75% capacity you add a new resource.   This also means these are trained and trusted resources.
 
A key to success..The Apprentice
Building this strategy requires development and integration of an Apprentice Program. The Apprentice program is used as a training and vetting program.  Not to be taken lightly the Apprentice Program is not meant for sub-par marginal personnel.  It is meant to evaluate potential long term employees. Apprentice candidates that do not reflect all the base qualities we require should be released quickly.  Once an Apprentice is identified as Data-Tech Quality they can be put in to the training program and prepped for one of two potential positions or effectively cross-trained on multiple technologies.
 
      1. An Apprentice can be prepped to take over for an assigned resource which allows the Apprentice Mentor to become available for the next Onboarding.
      2. Optionally the Apprentice can move into the Dynamic Resource System and become available for On Call situations until the next onboarding is needed.
      3. The Apprentice program is designed to have an affordable, flexible and dynamic workforce.
 
Each resource needs to be evaluated for the purpose. Some resources will be good at adapting to the Dynamic Strategy.  These will be the most flexible and higher paid positions.  The resources that do not adapt as well can be get permanent assignments such as Lease-A-Tech's.  These positions are considered Static and less flexible making Lease-A-Tech personnel generally not good resources for Dynamic Resource Allocation.  (Some people are good with abrupt change / some are not)
 
As we develop and officially adopt these strategies we will assign technical requirements to each position along with a timeline requirement for attaining that requirement. Example, for an apprentice to become a trainee they must complete a specified set of Sonic Wall and Dell Certifications in there first 3 months.   With the next 6 months of the "Trainee" program the must complete the next required of set of certifications.  Failure to complete the required track is and indication this is not the right resource for the company.  
 
As an extension of this strategy we should develop and outline the Technical Certification Requirements for Level I, Level II and Level III support resources.
 
To this point we have been focusing on Premise Based Onboarding. However, as we start to understand and explore the concept of Dynamic Resource Allocation and Dynamic Client Onboarding it becomes easy to see how this extends to Onboarding more complex scenarios involving Cloud Migrations to the data-center and Cloud Services.
 
By its design the Dynamic Onboarding will address systemic issues with our Remote Services. (Otherwise known as Help Desk which is now transitioning to the Customer Care Center to adopt a more Customer Service Centric philosophy).  The singular most glaring challenge our Remote Service Engineers face is they simply don't know the client. When calls come in and support is required the engineer is at a disadvantage due to how we operate our Remote Services at this time. Compounding this problem is the process by which calls are arbitrarily assigned to the engineers.  
 
So if we follow the same strategy for Cloud Onboarding as we outlined earlier for Premise Onboarding you will see that Allocating Dynamic Resources to specific Onboarding Projects it will address this issue and drastically reduce the client knowledge deficit that is currently plaguing our Remote Service Engineers.  Envision if you will a Remote Service Engineer involved in and required to process the Onboarding of a new Cloud Services Client.  That Remote Service Agent is then assigned to that client moving forward for Remote Services. (Note, most calls that come in are not emergencies and therefore proper assignment of resources to the assigned service engineer should not be an issue.)  Being an integral part of the onboarding process the Remote Services Agent will have little difficulty in understanding the client's needs and providing efficient services.  Remote Service Engineers and Field Service Engineers can be paired on complex projects there by building a support team for that client building a Dynamic Service Team.
 
Dynamic Resource Allocation management of the Remote Services Engineers works the same way as the field resources. While not 75% allocated the RSE can handle call over-flow, ad hoc and emergency calls.
 
Proper Dynamic Resource Allocation management and by extension the Dynamic Onboarding strategy will address resource challenges we currently have.  This strategy is also very scalable and has built in redundancies and provides much more efficient client services through attained knowledge.  In the next section we will see the role other positions play in Dynamic Allocation.
 
Service Manager's Role in Dynamic Resource Allocation Strategy
 
Dynamic Resource Allocation by its very nature of being fluid and changing requires consistent management and resource status awareness.  Although resources are well trained and encouraged to take initiative within there tasks, they are not aware of the constantly changing requirements of the entire service department.  (New Projects, New Sales or Ad Hoc service requirements such as a failed server)
 
Therefore the Service Manager must maintain a high level view of the activities, status and timelines of all resources across the various divisions within the service department. The ability to schedule a resource or borrow in time of need without disrupting Quality of Service is essential.
 
Since the SM must maintain a high level view, the supporting team members are required to maintain quality control on the granular task assignments.  (Service Calls, Installations, Order Fulfillment for Scheduling.)
 
The SM will also manage the majority of Service Projects.  Note, in this role the SM is often NOT the Project Manager.  The role of the Project Manager is to manage the tasks and timelines of the specific project assigned and to report status to the SM.  The role of the SM is to verify timelines, remediate challenges, facilitate change orders, assign resources and adjust resources as needed that are outside of the originally assigned to the project. Otherwise, the internal workings of the project are handled by the Project Manager assigned to the project in concert with the rest of the team of course.
 
Example: There is a project for installation of our Manage Services Platform that consists of the Kaseya Agent and SEP (Symantec Endpoint Protection).  The Project may be assigned to a VMS engineer to carry out the tasks and manage the project. VMS Engineer may or may not be the Project Manager.  Let's assume in this case he is not and the Managed Services Division Manager is assigned the role of Project Manager.  In this scenario we want to install after hours so we don't disrupt the users work production however  the VMS Engineer is having difficulty installing SEP on the clients workstations for various reasons such as the client does not leave the workstation on for  after hours installation.  The VMS Engineer has already requested the clients leave the workstations on to complete the process but still no progress is being made.  The VMS Engineer should not delay more the 8 hours to alert the Project Manager.  The Project Manager may decide the proper course of action is to dispatch a service resource to address the problem onsite.  At this point the Project Manager would engage with the Service Manger to allocate the resources.  Since the SM is aware of the service schedules and resource availability he needs only to request the Service Coordinator schedule the resource with the proper skill level to complete the task.
 
This example is important because it shows the proper course of action to be taken along with correct progression of roles.  It's important to note how the Service Manager knows what the available resources and relies on the Service Coordinator to actually schedule and manager the resource.  If the SM was to get involved in the Service Coordinators role the primary objective of higher level management would be interrupted.
 
In our business today there are multiple established Divisions within or directly connected to the Service Department.  Most but not all of these have a supervisory manager already appointed. In the case where one is not appointed the SM should look for a key person to rely on.
 
Service Divisions
Field Services    
Bench Repair
Customer Care Center (aka Help Desk)
Versa Managed IT Services
Cyber Security Division  
Cloud Services / Data-Center
Client Management  
 
The Service Manager will be the facilitator of Resource Management across and between service divisions as well as sales.  In that context the SM is responsible for making sure there are enough resources available for the DRAS.  If the protocols are followed DRAS somewhat manages itself from a resource perspective. As long as allocation percentages are monitored there will be clear indications of when to add resources. As a part of the cost control process the SM must maintain proper budgets and balance efficiency, productivity and quality of service.
 
Note: The role the Service Manager has many other responsibilities. This document focuses solely on the SM Role in the Dynamic Resource Allocation Strategy.  As part of the SM Role this position must maintain a support system for assistance in processing paperwork flow and process assignments.
 
Next we will take a closer look on how the Service Coordinator Role is defined in the Dynamic Resource Allocation Strategy.
 
Customer Care Coordinator's Role in Dynamic Resource Allocation Strategy
 
The Customer Coordinator organizes and manages the scheduling and information transfer.  The SC provides a key function because the Internal Asset is not dedicated purely to the project.  So information transfer, training and work projects have to be carefully coordinated.  In most cases project work can be well planned.
 
Project Manager Role in Dynamic Resource Allocation Strategy
 
Project managers are in charge of a specific project or projects. As the project manager, your job is to plan, budget, oversee and document all aspects of the specific project you are working on. Project managers may work closely with upper management to make sure that the scope and direction of each project is on schedule, as well as other departments for support. Project managers might work by themselves, or be in charge of a team to get the job done.
 
In the Dynamic Resource Allocation model Project Managers must work closely with the Service Operations Manager, Service Coordinator and Service Manager:
 
    • Identify the resources needed for a project
    • Assign the Onboarding Resources
    • Have a vision for the Dynamic Team to service the client once the project is completed
 
The Project Manager may look to offload smaller projects to the Service Manager.  Example: A project requires the installation of several new hardware elements. The Project Manager may assign this task to be managed by the Service Manager since it will require onsite resources.  This will allow the Project Manager to ensure the other aspects of the project stay on task.
 
Service Operations Manager
As part of the Dynamic Allocation Strategy it allows for integration of new resources. New to the model is the position of Service Operations Manager.  As the Service Department grows and expands it becomes important to maintain oversight of the resources in each service division.  
 
The addition of the Service Operations Manager will allow the Service Manager and Project Manager more focus on the tasks related to their responsibilities. In this model the Service Operations Manager will be responsible for overall service communication flow to and from the client as well as internal department communication.
 
Taking over direct management of the Customer Care Team and Resources the SOM is responsible for direct management of the Customer Care Coordinators as well as oversight on Dynamic Scheduling and Resource Allocation.
 
** Dynamic Scheduling refers to the response required to Non Project / Non-Scheduled (LAT) service requests from all possible sources.  Project related scheduling is handled by the project manager and Scheduled Services such as Lease-A-Tech or Contract Related regular scheduled services should be primarily handled by the Service Manager.  The Service Manager may offload or work in concert with the Service Coordinator on pre-scheduled services.  All Departments must work in concert with Dynamic Resource Allocation.
 
The actual flow of communication will need to be agreed upon by all departments.  Each Department AND inter-Department Division manager should provide all other departments with a written process of requested communication.
 
For example the Service Operations Manager may define the communication process for directly interfacing with the Customer Care Coordinators. The SOM may allow direct communication with the CCC as long as the SOM is included in the correspondence.  Or depending the requirement the SOM may wish to be consulted first.
 
Example: For the scheduling of Lease-A-Tech Services.  The Service Manager may consult directly with the CCC. However for the Dynamic Allocation for a new project the SOM may request a communication meeting directly before information is given to the CCC.
 
As you can see the underling them here is communication. Please Note it not just about "Informing" the other party but more importantly everyone has to agree on HOW the information is shared or directed. Again this something each manager should define for their group.
 
High Level Role Responsibility Overview
 
Service Operations Manager
Direct responsibility for the Customer Care Center resources of Customer Care Coordinator and Customer Care Remote Support Engineers.
 
Service Manager
Primarily responsible for Field Service Resource Management and coordination of resources with the Service Operations Manager and Project Manager.  The SM should maintain knowledge of all field resource activities and verify the quality of work.  The SM is also responsible to communicate the availability and capability of these resources to the Service Operations Manager.
 
Project Manager
Responsible for the oversite and management of projects. The objective of the Project Manager is to keep all projects on task.  A key component is to evaluate each project and verify all the information required is accounted for. The Project Manager needs to communicate project status as well as any changes to the Sales Team.  
 
Customer Care Coordinator
The CCC must manage input from all primary request for service inputs.  CCC needs to have general knowledge of the available resources but not necessarily the detail of the status of the task. This information needs to come from the managing entity of the resource.
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Web Link
Date Entered 4/3/2019
You Tube Link
Type Of Article Case Study
Article ID 598


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