Project staffing, not begging!
Categories: Project Communication
One of the challenges typically faced by a project manager in a matrix organization arises during project staffing. A quest to allocate resources to the projects begins! Although a process should be in place to ensure a smooth and efficient project staffing, in several occasions there are external and internal factors that make this important task a real nightmare. Below I list three tips that describe how PM soft skills might get around this challenge.
1. Be always in good terms with Line Managers (or Functional Managers)
At the end of the day, line managers will authorize the resources under their responsibility to work in the project. Getting along with them does not guarantee to obtain the preferred resources but will definitely help.
2. Keep line managers informed (and inform them well!)
Line managers do not appreciate when someone’s requests their resources in a blunt email, i.e. “I need XYZ for three months to work in ABC Project”. Instead, provide insight about what the project is about, why the project requires resources from their departments, how their resources will contribute to achieve project’s goals, etc. Ideally, do so as soon as it is known that the project will be approved. Making line managers aware at an early stage will facilitate posterior discussions and negotiations.
3. Do not cut communication after resources have been granted
Okay, resources have been granted, project is staffed and may now start! This is fantastic news, but it is important to ensure that line managers do not feel left out after that. Ask them how they would like to be informed during project execution, plan brief catch-up meetings, provide feedback on the performance of their resources, etc. These are good ways of ensuring satisfaction with line managers and thus generating a positive atmosphere for upcoming projects.
The first blog I posted (https://www.projectmanagement.com/blog-post/29357/Successful-projects----predicted-) dealt about whether a reliable model could be developed in order to predict project success. The motivation of this second blog is to share a few thoughts about a project that will be soon completed in Amsterdam, where I relocated almost two years ago. I take this opportunity to encourage everyone to discover this wonderful gem in Western Europe. Also known as the Venice of the north, Amsterdam has a lot more to offer aside from the well-known coffeeshops and windows populated with women in skimp lingerie.
Every since I moved here I heard the story of a new metro line, Noord-Zuid lijn, which completion was planned for 2011 and that will be finally opened in July 2018. Not only that; the original budget exploded from €1.46 bn to €3.1 bn! I had to read more about the reasons that caused the massive delay. The list below summarizes the main findings:
A poor management of project procurement, risks and requirements, just to name a few, seem to be the most obvious causes that led to the massive delay and budget overrun. This is a good example of how important is to follow what Abraham Lincoln stated already on the XIX century “Give me six hours to chop down a tree and I will spend the first four sharpening the axe”.
In 2009, Alex Sheerazi was hired as Head of Communication Officer. His first mission was to fix project’s reputation. He stated “A very strong reputation is like a mattress, a cushion that can soften a blow. Small incidents then have a negligible impact. But in 2009 the reputation was down the drain. Every small incident was blown out of proportion. We needed to get some air into our reputation mattress again”.
Sheerazi saw transparency as key. First off, he admitted that the project had turned out badly on several levels. However, also some positive and interesting aspects were worth sharing with the media. By placing positive images next to the negative ones, balance was created. In addition, by involving the media in every event, the project gained a better reputation. Next to it, Sheerazi connected the project to the city by engaging the Amsterdammers. For instance, excavation boxes were opened regularly for public tours and an underground lookout point was set up, with a great success (over 200k visitors in two years). Project managers and engineers changed their ways of communicating by creating project co-ownership with the citizens, or, as Dale Carnegie would put it, by providing them a feeling of importance.
Several questions may arise, now that the project is about to be closed off. May the project be considered a success despite of the colossal deviations in budget and schedule? Did the communications strategy make up for the project shortcomings? What could have been done differently? I look forward to your comments in the section below.