Dear Anonymous,
I agree with Ed. And along with persuasion and soft skills, depending upon the size and complexity of the project, I really like to use work packages and work package lists with the "resource pool" and their functional managers. Do you use work packages? They don't have to be overly complex. The work package can provide:
- A description of the work to be done
- The resource(s) assigned
- The functional manager signoff
- The acceptance criteria
- The scheduling estimate
- The cost estimate
- etc, etc, etc.
Rather than taking time and creating extra work, the use of work packages can actually save time and work. By setting early on a very clear performance expectation and committment for both the resource and functional manager, the shared resource team member(s) are much more likely to deliver their work on time rather than let it slip. You see, the project schedule is really your problem, not theirs. You can show them your schedule, the tasks running late, etc, But, at the end of the day, you own the schedule and are held accountable to it, not them. On the other hand, the work package is given to and owned by the resource. If he fails to deliver, he and his functional manager are unsat. So, your persuasion and soft skills can be teed up and directed to the resource not from your perspective of "how to I keep my project schedule on track" which is your problem, but rather "how can we make sure your work package is delivered on time" which is the resource's problem. If the resource delivers on time, he and his functional manager get a good review. If not, he and his functional manager get a poor review.
Think about that old Teddy Roosevelt adage, "speak software and carry a big stick". The speaking software is, as Ed suggests, those persuasion and soft skills. Since the resources don't report to you, you need to create your own, "big stick". Perhaps, the work package can be one..! Good luck.
Mark Perry
VP of Customer Care
BOT International
