Anita MathisProject Manager| Grace Factors LLCConyers, Ga, United States
Since resources are often borrowed from functional departments, people leave, and priorities change, what do you consider the best way for reducing this risk?
***I am collecting data in a formal survey on this topic if you're willing to share. This link is available on my profile page under Projects at https://www.linkedin.com/in/anitaymathis Saving Changes...
NOHELY COLINALider de Proyecto| PETROPIARLecheria, Anzoategui, Venezuela (Bolivarian Republic of)
I think you should hire personnel for key roles on the project and use shared resources for specific tasks. In some way also it could be useful a PMO(internal personnel,not from other departments). Saving Changes...
Try to use department people only as part of the reference team. They can provide information from business in order to establish the deliverables of the project and they can execute some tasks delivered by the project. To execute the main/key activities of the project try to hire or allocate people from PMO as mentioned by Nohely Colina. Saving Changes...
Share and record the information with the rest of the team Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Knowledge Management. Knowledge stays if a resource goes. Reliance on tacit knowledge is a risk unto itself. Saving Changes...
AKSHAY JAINPlanning Group Leader| YOKOGAWA, BahrainGwalior, Mp, India
Develop back up resources by giving them full opportunity to participate in project and document key techniques and leanings. This will help to train alternate resources.
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1 reply by Carlos Tessore
Jan 10, 2017 4:49 PM
Carlos Tessore
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That worked for me!!!!
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Knowledge Management. No other thing will help you. As Andrew said above. But knowledge management implemented in a serious way not taking the way of some that are using this a buzzword. Saving Changes...
I think the PM knowledge area that gets overlooked the most is Human Resource Management. Since team members are usually assigned to projects or acquired without much input from the project manager there is an assumption of competence based on title or role within the organization. In the real world of projects, there may be only one subject matter expert and others who lack experience or competency to fully add value to the project because of selection, availability etc. I believe knowledge management may be a buzz word for Human Resouce Management section of the PMBOK. However, some projects might help team members become educated in their role if there is an open forum for proper communication management that allows everyone to share information. This in my experience is the best way to retain knowledge and ensure that everyone has acquired the knowledge necessary to make good decisions. Human Resource Management is where the project manager needs to focus his/her attention to address team issues. Experience in people management and understanding motivators and theories like Tuckman and McGregors is important because it will determine how the team will respond to the project which must be managed. Saving Changes...
Knowledge management is the key, Andrew and Sergio are to the point on that.
The risk might be more on making sure the knowledge is on "paper" not just in people head. Saving Changes...
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