Before looking at a tool, have your PMs and functional managers agreed to some consistent standards for team member management? For example, if managers allocate too many activities to their team members, it won't matter whether you use a tool or not as it will just provide visual evidence of the overallocation.
Also, what specific requirements and capacities are we talking about? How many team members across all projects and how many projects?
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Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Carolyn,
have not yet seen a system that works satisfactory. One aspect is that project resources are humans (mostly) and humans (and also teams) want and need to be treated individually. This is not about killing pigs by the numbers in factory.
What I have seen working are environments, where managers know their people and arrange them around the tasks (projects) at hand almost daily. And if they also are leaders, they can inspire their people to engage. And then between managers, manage the human resource base of a division and beyond that a whole organisation.
Another aspect, more longterm, is to manage your capability and capacity.
At IBM, we once had a manager, Bob Moffat, who tried to apply supply chain management concepts to people. It failed. The term coined at this time was Professional Service Automation, PSA.
Thomas
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1 reply by Kiron Bondale
Nov 18, 2021 3:11 PM
Kiron Bondale
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Thomas,
I almost choked with laughter when I read "killing pigs by numbers" :-)
Just think what the Manifesto for Agile Software Development would have been like if instead of referring to folks working a sustainable pace, they'd written "Don't treat your talent like you are killing pigs by the numbers in a factory".
have not yet seen a system that works satisfactory. One aspect is that project resources are humans (mostly) and humans (and also teams) want and need to be treated individually. This is not about killing pigs by the numbers in factory.
What I have seen working are environments, where managers know their people and arrange them around the tasks (projects) at hand almost daily. And if they also are leaders, they can inspire their people to engage. And then between managers, manage the human resource base of a division and beyond that a whole organisation.
Another aspect, more longterm, is to manage your capability and capacity.
At IBM, we once had a manager, Bob Moffat, who tried to apply supply chain management concepts to people. It failed. The term coined at this time was Professional Service Automation, PSA.
Thomas
Thomas,
I almost choked with laughter when I read "killing pigs by numbers" :-)
Just think what the Manifesto for Agile Software Development would have been like if instead of referring to folks working a sustainable pace, they'd written "Don't treat your talent like you are killing pigs by the numbers in a factory".
I love it!
Kiron Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
If you are looking for resource management, where resource is all needed resources for a tasks, take a look to restrictions theory. All other things has no sense. Saving Changes...
