No Workforce Metrics?! (Part 1)
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
With all the talk about metrics, you’d think there would be something that any project manager could use to gauge the value of the project workforce. Workforce metrics, at their current level of sophistication, do not really help the project manager. They either measure the entire business unit workforce (as in return on talent or return on workforce), or they focus on the individual as in ratings on a periodic performance evaluation. Fat lot of good that does you.
There may still be a way for you to determine how to maximize the value of your workforce, however. Most enterprise-wide metrics are predicated on some variation of income/value over labor number/costs. If you want to develop your own strategy to maximize the value of your workforce, then consider those critical factors that affect value and costs. You will then maximize what you want, if somewhat selfishly, which is Return to Project Manger (RPM). If only someone would conveniently list those critical factors to consider.
Those Critical Factors to Consider
There are many factors that are relevant to improving workforce performance, but some are critical when maximizing RPM.
Factors Affecting Cost
It should be no surprise that workforce costs in your project are associated with the number of workers and how much they are paid. The decisions you make here will be the foundation to …
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