Does your project or program have a resource management strategy (RMS)? While they are mainly used in program management, you can also find an RMS useful in a project environment. This is especially the case if your project is not affiliated to a program and you have to work it out how to handle resources yourself.
An RMS sets out how the project or program will get and manage the resources it needs to achieve the change required – after all, projects are about delivering change and you need resources to do that. “Resources” is not just an unfriendly word to describe people. Resources can be:
The people element can include temporary staff, permanent staff, contractors or part-time employees.
5. It defines an approval process for getting people and money.Don’t underestimate this! It really does help to know in advance about how to get resources for your project. It will save a lot of time and negotiation if you have already talked to the process owners and other people involved and already have this written down.
7. It defines the procurement strategy. You might not need an entire procurement strategy for your project or program, so you may find that this section of the RMS just references your corporate procurement process. This explains how you go about buying things and what arrangements or contracts need to be in place.
Remember that resources are not just people! A resource management strategy can help you be a helicopter project manager and see the big picture for all the resource needs on your project or program.
Have you used one or got any tips? Let us know in the comments.
Pedro Serrador presented yesterday at PMI Global Congress North America on how to become a program manager. There are many career advantages to program management – not least that program managers tend to earn more than project managers. So if you want to move into program management, here are Pedro’s tips.
“A program manager adds more value than just project managers,” said Pedro. He said there are eight principles to being a successful program manager, and shared these from Vincent J. Bilardo, Jr.:
Moving to a program manager role requires you to deliver the goods, he said. There might also be a case for upgrading your education, and learning from others. Pedro also said that prospective program managers should put themselves in a position where they can lead and mentor others, and especially learn to delegate appropriately. “Show that you are a leader, not just one of ten project managers in the group,” he added. Look for the opportunities that arrive and take them. Finally, act the role, he explained. “If you want to become a program manager, act like a program manager. Start to structure things like programs.” If you act like a program manager, your manager will see that you are capable of operating at that level.
“Often it is beneficial to move around,” he said, when he spoke about how to land that new program management job. That could mean moving to a new initiative or to a new company. He explained that outside CEO’s earn an average of 13% more than internal candidates. However, they fail 34% of the time, compared with only 24% of internal candidates, so there is something to be said for sticking with what you know. “Moving is riskier,” Pedro said.
Pedro had some tips for what to do when you get that first program, or you choose to structure your existing work as a program (even if you don’t yet have the title):
Pedro also said that senior managers spend more time planning their own time. “You help the projects managers get on the right track and then go on to something else,” he said. Factor that into your daily schedule and take the time to plan your day (and your schedule in general). It might seem like it takes a long time but it will be effective.
“A big part of your role is to let the stakeholders know the importance of your program and you need to be able to push to have obstacles removed,” he said. His final piece of advice was to have a 30 second status summary in meetings in case the executive you are presenting to gets called away. “Know to stop at yes,” he added.
During the stage in a program lifecycle where you are identifying the need for a program, you’ll have to put together a business case.
Hopefully it will be tasty and the Sponsoring Group will want to go ahead with it!