1

IS 556 Enterprise Project Management

Summer 2008

Instructor – Dr Olayele AdelakunResource 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:1. When will the candidate be available?2. What is the priority of candidate’s current project?3. Are the candidate’s best skills used fully?4. Does the candidate’s matrixed managers want

candidate returned quickly?5. Who is lined up to grab the candidate?

Acquiring Resources

7

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

Functional Managers & Project Resources

7.2 Supporting Resources IT PMO /PgMO supports resources by1. Coordinating the feedback & performance

reviews from both functional managers and project managers

2. Assures the alignment of project assignments to resource’s career goals

manager’s leadership skills (e.g., team building, inspiration, vision).

8

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

9

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

10

7.3 Scheduling Resources

11

Most PMs introduce time buffers using three different mechanisms1. pessimistic views of past experiences.

2. Increase in direct proportion to the number of management levels involved.

3. Previous project

7.4 Outsourcing IT PMO/PgMO can coordinate use of outsourcing to avoid unnecessary outsourcing by

leveraging in-house IT skills to strategy.

12