My Project Management Lessons » Human Resources

Get Clear Directions on Organizational Priorities

michael — Tue, 24 Nov 2009 19:59:42 +0000

Most companies or organizations have multiple projects all pulling at resources to achieve their goals.

It is important that the program or projects manager be aware of what each projects status is and what the priorities need to be. These priorities should be managed and communicated with the department heads and project managers so that people are aware of where resources are needed most and where they should be allocated based on the overall goals (not just the goal of each individual project).

It is also up to the individual project managers to forecast what resources they will need so that proper planning of resource allocation can be done by management.

The ultimate priorities need to account for things such as late fees, penalties, the image of the organization, client satisfaction etc.

If proper planning and resource forecasting is done, there should not be a problem with multiple projects pulling at scarce resources (which leads to internal conflicts).

Specialist Expertise

michael — Mon, 12 Oct 2009 19:12:19 +0000

Identify the specialist expertise you will need for the project as early as possible. This could include designers of specialised equipment or processes that are not normally done by your company or that your company has very few of. E.g. Traffic signal designers, commissioning engineer for complicated equipment. Related Posts Get Help When You Don’t [...]

Make Good Use of Calender Time Scheduling

michael — Sun, 11 Oct 2009 19:22:17 +0000

Microsoft Outlook or similar programs allow you to send meeting requests to people. This is a quick and effective way for meetings to be set without wasting time calling around for available times.

If all members of your team use the calendar function properly, they would have all their meetings and busy times entered into their calendar. When you request a meeting of them, you will be able to see available times in a simple bar chart and book accordingly.

Reward System for Ideas

michael — Tue, 25 Aug 2009 09:17:36 +0000

Some companies have idea boxes or systems for employees to share their ideas for improving an organisation or project. Yet they can often find it difficult to get people to submit good ideas.

Giving a significant reward for ideas that make significant savings or profits would encourage ideas even more.

Apparently the Japanese used to have a reward system where if an employee put forth a suggestion that saved money, they would get half of the first years profit or savings from that idea.

Don’t Micromanage

michael — Thu, 06 Aug 2009 10:07:57 +0000

A project manager should back off from the technical side of a project. Leave that for the people in those positions.

Don’t interfere in the process (methodology) that people use to deliver work.

You should manage the outputs or outcomes of the work, and what order they are done in, not how it is done.

Don’t Let Your Team Members Get Bored

michael — Tue, 28 Jul 2009 10:31:23 +0000

Make sure your team members always have work to do.

Give them a list of lower priority tasks (such as improving certain systems) that they can do when they have no other tasks (particularly important for office workers).
Give them a list of recommended training (short online courses) to do in their spare time (e.g. while waiting for results or feedback). Especially for new members who haven’t been given lots of work yet.

Along with giving them work to do, make sure they know how to do it, where to access it, and who specifically to talk with for clarification or further instructions.

Know the Functional Managers

michael — Fri, 17 Jul 2009 09:50:25 +0000

Get to know the functional managers within your organisation.

They can be a wealth of information and knowledge. You will need to be able to communicate easily and comfortably with them if they manage people doing work for your project. It makes it a lot easier if they get along with you. They are then more likely to do their best to help you and supply resources for your projects.

Outsourcing

michael — Thu, 16 Jul 2009 09:57:42 +0000

Recognise that outsourcing some tasks might be more efficient. Especially if your organisation is struggling to recruit enough people to fill needs (in a tight market).

Paying an external expert to do some specific tasks (e.g. calibration of sensors) may be quicker (saving costs and time) than finding an internal commissioning engineer with available time and getting them trained.

Also recognise that such training could benefit the company in the long run if it is a common task. If not, then outsourcing it may be the best way to get it done.

Time can often be the biggest saving to the project by outsourcing some tasks, as long as you manage the risks of doing so properly.

Resource Schedule

michael — Wed, 15 Jul 2009 09:59:22 +0000

Know the resource schedule of your project and of your organisation. What if another large project will start part way through yours? Will this reduce the number of resources available suddenly (drafting, design, fabrication, installation)? Related Posts Get Clear Directions on Organizational Priorities Schedule a Project Logically Regular Projects Review Meetings

Project Summary Page

michael — Tue, 14 Jul 2009 09:52:59 +0000

Provide each new team member a one to two page summary of the project.

Include an outline of the objectives, scope, size, and benefits (to the organisation, community, person)
Possibly include total budget and budgets for individual areas.
Status of project (over/under budget, behind/ahead of schedule)
Significant problems
List of main tools for that person/role
Role and responsibility of that person
Who they report to

Could split all above into two parts. One part for everyone, one part specific to each person.