IS 556 Enterprise Project Management

1. IS 556 Enterprise Project Management Summer 2008 Instructor – Dr Olayele Adelakun Resource Management

2. Bonham Chapter 7 – Resource Management • Overview : Resources can be broken down into five general categories: “physical things, energy, monetary value, information resources and various kinds of capabilities • Project stakeholders are those individuals that have a stake in the success of the project. • PM and the sponsor • end users, • the programmers, • the vendors, • the architects, • the testers, • and various other support personnel

3. Bonham Chapter 7 – Resource Management • Human resource management in an IT project involves: • How to best leverage various skill sets, over time, on a single project and multiple projects. • Elements such as team acquisition, scheduling, morale, motivation, training, productivity, and success are all things that a PM needs to consider when managing the human resources on a project.

4. Overview of Resource Management • “The main reason we tend to focus on the technical side rather than the human side of the work is not because it’s more crucial, but because it’s easier to do”. Lister, T and T. DeMarco. Peopleware: Productive Projects and Teams, New York, Dorset House, 2000. • Focus – Human Resources, not physical, time, money resources, etc. • IT Human Resource Management (HRM) • – normally focus is leveraging skill sets on a single project– • -- here focus is on the tasks performed in IT HRM area by the IT PMO (aka PgMO), for example -- • Supporting the morale of stakeholders • Resource leveling accomplishment across projects/programs • Outsourcing • For (human) resources, IT PMO help projects • Acquire • Support • Schedule

5. Bonham Chapter 7 – Resource Management • Overview : Resources can be broken down into five general categories: “physical things, energy, monetary value, information resources and various kinds of capabilities • 7.1 Acquiring Resources • 7.2 Supporting Resources • 7.3 Scheduling Resources • 7.4 Outsourcing

6. 7.1 Acquiring Resources • During project approval process – candidate list of potential team members is built knowing the following on each candidate: • When will the candidate be available? • What is the priority of candidate’s current project? • Are the candidate’s best skills used fully? • Does the candidate’s matrixed managers want candidate returned quickly? • Who is lined up to grab the candidate?

7. Acquiring Resources Functional Managers & Project Resources When acquiring a resource, a PM needs to contend with not only the priorities of the project portfolio (via a portfolio resource manager), but also with the priorities of individual business managers that are responsible for the resources

8. 7.2 Supporting Resources • IT PMO /PgMO supports resources by • Coordinating the feedback & performance reviews from both • functional managers and • project managers • Assures the alignment of • project assignments to • resource’s career goals • manager’s leadership skills (e.g., team building, inspiration, vision).

9. 7.2 Supporting Resources • IT PMO /PgMO supports resources by • performance evaluations need to also be tied to their work on projects • Ensure that the projects to which the a resource is assigned map to the goals of the individual’s career, as well as the goals of the company

10. 7.3 Scheduling Resources • Scheduling resources on a project has always been one of the key challenges of a PM • To account for such unknowns, the PM can use the common technique of adding buffers to the end of each major work package

11. 7.3 Scheduling Resources Most PMs introduce time buffers using three different mechanisms 1. pessimistic views of past experiences. 2. Increase in direct proportion to the number of management levels involved. 3. Previous project

12. 7.4 Outsourcing • IT PMO/PgMO can coordinate use of outsourcing to avoid unnecessary outsourcing by leveraging in-house IT skills to strategy.