Assess Your Organization’s MaturityAssess Your Organization’s MaturityDefinitions and DescriptionsOverviewProduct LeadersIT LeadersAssess Your MaturityAbout the ResearchUse this simple and effective approach to gauge your team’s Capacity Planning and Resource Planning maturity. This will help you benchmark your organization with your peers; then you can use the study results to learn how to grow your maturity.DefinitionsRefer to these definitions as you assess your organization’s maturity: Capacity PlanningThe act of assessing resource availability during the project selection and prioritization process. This ensures that your organization has the capacity to take on investments at the right time and with the right resources. Resource ManagementThe ongoing, tactical assignment of personnel to planned and unplanned activities, the selection and identification of resources by skill, type, cost center, and/or other categories, and the maintenance of resource data.Maturity Ranking DescriptionsSurvey participants were asked what level best describes the Capacity Planning or Resource Management Maturity Level for their organization. The following are descriptions that were provided in the survey. Level 1 is the lowest level of maturity to Level 5, the highest level of maturity.Use these descriptions to assess your organization’s maturity level.Capacity Planning Maturity LevelsResource Management Maturity LevelsLevelDescriptionLevel 1No understanding of capacity or demandNo process for visibilityLevel 2Visibility is limited and relies on ad-hoc processesDifficult to consolidate resource visibility across the groups / projectsLevel 3High-level visibility of how staff and contract resources align with demandNot a complete or repeatable processLevel 4Effective planning process with visibility of role-level demand before work is committedCan balance organization-wide capacity against prioritized pipelineStill difficult to adapt to changes and reprioritizeLevel 5Our planning is continually monitored based on up-to-date capacity and demand dataCan run scenarios to manage change and prioritizationCan apply our most valuable resources to the highest-value projectsLevelDescriptionLevel 1Unable to view workload and activities from a resource perspectiveBasic understanding how resources are grouped by role (i.e. engineer, analyst)Level 2Track high-level deliverables or key milestones against a projectInformally coordinate availability and assignment mostly by generic role, process is manualLevel 3Project or phase-level named resource assignment and simple role-based planningVisibility into the projects each person is working on / percent time allocated, no roll-off datesActual time completed captured, little on upcoming assignmentsLevel 4Detailed project schedules with short-term named resource assignmentsResource requests are at the role levelResource assignments are made at a task level for better visibilityGlobal resource visibility, but difficult to adapt to changes and reprioritizeAbility to select from low-cost resource pools/offshore resourcesLevel 5Mature work and activity planning process. Detailed, task-level schedules, cost informationFormal process to request and approve resources by role and skill, short/long termAdapt to change and iterate effectivelyProject managers ensure that resource assignments on projects are current and accurate, resources can provide feedback