Hi,
how do you prefer schedule effort for coordination activities and monitoring?
In my past IT projects some resources work only on that activities, so we can put on gantt specific task (coordination...).
On medium project (about 2000 man-day for 4/5 months), resources that make analysis and coordinate the project working effectivly task (analsys & dev).
Reserving task during entire project (elpased = duration of project) for coordination creates issue on managing overload (and then levelling).
What about to put work assignment on hammoc tasks for that resource?
bye
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Darren KosaPlanning & Controls ContractorHampshire, United Kingdom
Hi Daniele,
I guess it depends how you view this kind of activity. From a personal point of view I consider them to be project overheads, they don’t physically produce deliverables per se, so I’m happy to roll the work into hammocks and get as close as I can to a sensible cost to completion.
On the other hand if the project sits within a programme, then perhaps you only need to schedule discrete activities that directly relate to the product(s) you’re delivering. Project monitoring, control and coordination would then be captured as a programme overhead.
It also depends on the organisational structure of the project. Is it functional, weak, strong, balanced?
As to your concerns regarding overloads, it’s a judgement call. If the team members are so weighed down with overhead activities that they can’t complete their discrete activities, then I would suggest there’s a bit too much micro-management on the project.
If it’s only a few hours a week, then I think you could to take the hit safe in the knowledge that you can always contour the work if you have to.
