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Topics: Healthcare, Organizational Project Management, Resource Management
Resourcing Issues
Network:54



I am managing non-operational (non-billable) project in the organization.
Resources from operation (billable) is required to work on my projects. And most of the time i don’t get resources and due to which project get delayed and sometime goes on hold for long time.
Management is aware of it and they are ok with it, which is quit demotivating.
Does anyone faced similar kind of issue? Or can help me on a solution here?
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Network:303



Are you responsible for Project Managing the pro bono work in your organisation? If its non-billable there would still be a annual budget for your department from which your own salary would come from so see if you can get access to this budget and see what recurring cost are included in it. You could do one of the following 1. Ask for a budget to include expected cost of resource allocation. 2. Make it an organisation policy to ensure that everybody in organisations commits an allocated amount of time to your departments projects. 3. Get access to the organisations resources management schedule and see if when people are not working on a project or other work will work with your departments projects. 4. Work with what you've got. That being see what projects you can implement with the limited resources that you have. One positive thing you should take from this is that limited resources brings out the creative side in a person as they have to employ a lot of people and technical skills that they otherwise would not have to use.
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1 reply by Amarkant Ojha
Jul 29, 2019 5:22 AM
Amarkant Ojha
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Thanks for your input, will explore these options, specially point number 3 and 4
Network:54



Jul 29, 2019 5:01 AM
Replying to Daire Guiney
...
Are you responsible for Project Managing the pro bono work in your organisation? If its non-billable there would still be a annual budget for your department from which your own salary would come from so see if you can get access to this budget and see what recurring cost are included in it. You could do one of the following 1. Ask for a budget to include expected cost of resource allocation. 2. Make it an organisation policy to ensure that everybody in organisations commits an allocated amount of time to your departments projects. 3. Get access to the organisations resources management schedule and see if when people are not working on a project or other work will work with your departments projects. 4. Work with what you've got. That being see what projects you can implement with the limited resources that you have. One positive thing you should take from this is that limited resources brings out the creative side in a person as they have to employ a lot of people and technical skills that they otherwise would not have to use.
Thanks for your input, will explore these options, specially point number 3 and 4
Network:31777



Just focus on those you are responsible to complete. If a project is on hold due to budget or ...m it has nothing to do with you.
Network:1717



Amarkant -

This is a common challenge with those projects which are not considered a high priority for the organization. As long as you have tried as hard as you can to make the case to get the right people at the right time and have made your leadership team aware in a timely manner of the impacts of not getting team members, you've done your work.

In terms of personal frustration, I'd suggest trying to get on one of those billable projects if that is where your leadership team's focus lies...

Kiron
Network:1945



You wrote "Management is aware of it and they are ok with it, ". So, in my personal opinion, nothing to do. Just in case you still want to change it my recommendation is taking a look to Solution Selling selling method (known as SPIN selling too).
Network:108039



Like Sergio said, there is very little you can do. I've tackled a few internal projects myself and they always take a back seat to client projects.

The only thing you can do is build the lower priority into your project plan: longer schedule, non-contiguous sprints of work, ...

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