Strategic Resource Management is Changing

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at [email protected]. Andy's new book Risk Management for Project Driven Organizations is now available.

  PMO   Resource Management   Talent Management  

Effective resource management is not something new and emerging. It’s not something that obviously makes a difference to how projects get done, and it’s not something that is likely to result in huge amounts of kudos heading the way of the PMO. In fact, I know some PMO leaders who insist that resource management isn’t their accountability, it’s handled by resource owners in each department and the PMO has no involvement in it.

But take a step back. Think about how important resource management is. Without an understanding of the people available—and the skills those people have—it’s virtually impossible to effectively plan for a portfolio of initiatives; it’s much harder to make adjustments to address bottlenecks or challenges; and there’s no visibility into how efficiently the project delivery organization is operating.

And all of that is likely to reduce the ability of the organization to deliver. If the PMO is in any way involved with portfolio planning and delivery, that should be something that concerns it greatly—and something it should be committed to addressing.

The changing resource environment
Resource management isn’t a new discipline, but there are a number of things happening now that require us to look at it in a different way.

However, let me start by addressing something that I …

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