Product Operations Program ManagerBarcelona, Cataluña, Spain
And most importantly, what is the course of action when Line Managers come back with a “All my resources are fully allocated in other projects”. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
I like to use the Project Charter not only to authorize the project manager to deliver the project but also provide appropriate authority to take the necessary actions to achieve the objective.The charter should also include a commitment by the functional managers to provide the necessary resources in a timely manner.
If that's not possible then you have to focus on what the project means to the respective functional managers, what are their benefits in providing the resources and/or the value of the project deliverable. If there is no value to them there will be no serious attempt to support the project. Their value may be through their VPs as a directive.
In a matrix organization functional manager support, specifically resource assignment, is a recognizable and manageable risk. Identify the risk and develop mitigating measures including alternative means of getting the resources you need. Make sure you quantify the cost to the organization of the mitigation measures. Saving Changes...
Most of the people have covered various possibilities.
One option could be to have a workshop with sponsor and funtional manager(s).
This is to help them understand the business importance and the resources requirements in greater detail.
Project manager can take help from sponsor to initiate such workshop. This will entirely depend on the complexity and business importance of project.
But this could be great help as functional managers will have a fair idea about the project and project manager can take some key discussion points to charter to draft it formally.
The project managers relationship with functional manager also play a key factor here. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
For me is simple. 1-the project is creating a solution to a business problem which is putting strategy into action to achieve organizational goals and objectives. Line managers are accountable for those objectives and goals. Then, is up to them, not to me. 2-I do not pretend people working in my program/project not doing multitasking. With the availbility I create and define all in my program/project making accountable for availability to line managers from the kickoff to the end of the projects and rewing all related to project estimation in constant way. Saving Changes...
I think senior management should prioritize projects and the line managers should just follow the decisions.
I don't think the line managers should have the discretion to assign resources to projects as they see it fit. Neither the PMs nor the line manager should decide which projects are more important.
In case all the projects are equally important then senior management could approve hiring contractors. PMs should look for contractors while line managers and their direct reports should interview them and advise if they are fit for the work they have to perform on the projects.
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1 reply by Tarun Nair
May 23, 2020 8:55 PM
Tarun Nair
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I agree with your opinion, but in matrix organization where we need resources from different functions / deprtment, it is quite possible that resource allocation is delayed or resource allocated is only partially suitable ( not fully matching with expected skills or experience ) This may happen as the function or line manager is not fully aware of the requirement of resource and criticality of project. The senior managers might not involve in allocation of resource, they may help incase it is getting delayed. So I feel as a PM we are resonsible to communicate with all relevant functional manager to bring them to required understanding of project, to ensure that we are getting the correct resource. If we do not have required influence or connection, we shall seek help from our senior management or sponsor of the project.
I think senior management should prioritize projects and the line managers should just follow the decisions.
I don't think the line managers should have the discretion to assign resources to projects as they see it fit. Neither the PMs nor the line manager should decide which projects are more important.
In case all the projects are equally important then senior management could approve hiring contractors. PMs should look for contractors while line managers and their direct reports should interview them and advise if they are fit for the work they have to perform on the projects.
I agree with your opinion, but in matrix organization where we need resources from different functions / deprtment, it is quite possible that resource allocation is delayed or resource allocated is only partially suitable ( not fully matching with expected skills or experience ) This may happen as the function or line manager is not fully aware of the requirement of resource and criticality of project. The senior managers might not involve in allocation of resource, they may help incase it is getting delayed. So I feel as a PM we are resonsible to communicate with all relevant functional manager to bring them to required understanding of project, to ensure that we are getting the correct resource. If we do not have required influence or connection, we shall seek help from our senior management or sponsor of the project.
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1 reply by Adrian Carlogea
May 24, 2020 7:58 PM
Adrian Carlogea
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Hi Tarun,
If the functional manager's team members are really fully booked on projects or other activities then allocating some of them to new projects would disrupt the activities on which they are already allocated. This is common sense, is like starting more and more applications on the same computer. Unless the computer runs out of memory it will execute all the applications in multi tasking but after a certain number of processes ran in parallel the performance per application would degrade.
I guess the solution would be to analyze if those team members really need to work full time on the activities on which they are already assigned. Maybe there are some periods of time in which on some activities they are waiting for others to complete some tasks before they can proceed. This kind of resource optimization works well on computers but not as well on human beings. Personally I hate when people are called resources.
I agree with your opinion, but in matrix organization where we need resources from different functions / deprtment, it is quite possible that resource allocation is delayed or resource allocated is only partially suitable ( not fully matching with expected skills or experience ) This may happen as the function or line manager is not fully aware of the requirement of resource and criticality of project. The senior managers might not involve in allocation of resource, they may help incase it is getting delayed. So I feel as a PM we are resonsible to communicate with all relevant functional manager to bring them to required understanding of project, to ensure that we are getting the correct resource. If we do not have required influence or connection, we shall seek help from our senior management or sponsor of the project.
Hi Tarun,
If the functional manager's team members are really fully booked on projects or other activities then allocating some of them to new projects would disrupt the activities on which they are already allocated. This is common sense, is like starting more and more applications on the same computer. Unless the computer runs out of memory it will execute all the applications in multi tasking but after a certain number of processes ran in parallel the performance per application would degrade.
I guess the solution would be to analyze if those team members really need to work full time on the activities on which they are already assigned. Maybe there are some periods of time in which on some activities they are waiting for others to complete some tasks before they can proceed. This kind of resource optimization works well on computers but not as well on human beings. Personally I hate when people are called resources.
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1 reply by Tarun Nair
May 24, 2020 8:41 PM
Tarun Nair
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I agree with your comment.
But we do not have authority to pull any resource. As I mentioned earlier, we are resonsible to communicate with all relevant functional manager to bring them to required understanding of project, as functional managers will take or allocate resources based on his/ her knowledge of project.
The decision part is still with him about how to fulfill the resource requirement. So we are not diarupting any project, if it has to be done the decision will be from funtion manager as per his knowledge about the other projects and if he feels he can make a full time or part time availability of required resources.
I also agree that the resource need should be analyzed. This can be done by function manager based on his resource availability and information provided by us or it can also be done as a workshop, I believe that the second option would be a better choice and I have recommended that in my first comment to this query.
If the functional manager's team members are really fully booked on projects or other activities then allocating some of them to new projects would disrupt the activities on which they are already allocated. This is common sense, is like starting more and more applications on the same computer. Unless the computer runs out of memory it will execute all the applications in multi tasking but after a certain number of processes ran in parallel the performance per application would degrade.
I guess the solution would be to analyze if those team members really need to work full time on the activities on which they are already assigned. Maybe there are some periods of time in which on some activities they are waiting for others to complete some tasks before they can proceed. This kind of resource optimization works well on computers but not as well on human beings. Personally I hate when people are called resources.
I agree with your comment.
But we do not have authority to pull any resource. As I mentioned earlier, we are resonsible to communicate with all relevant functional manager to bring them to required understanding of project, as functional managers will take or allocate resources based on his/ her knowledge of project.
The decision part is still with him about how to fulfill the resource requirement. So we are not diarupting any project, if it has to be done the decision will be from funtion manager as per his knowledge about the other projects and if he feels he can make a full time or part time availability of required resources.
I also agree that the resource need should be analyzed. This can be done by function manager based on his resource availability and information provided by us or it can also be done as a workshop, I believe that the second option would be a better choice and I have recommended that in my first comment to this query.
Do share your opinion..
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1 reply by Peter Rapin
May 25, 2020 9:33 AM
Peter Rapin
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Lets make sure we understand the difference between a project manager and a project administrator. The project manager has, or should have, the authority through the project charter to deliver the project. This includes an ability to manage project resources. If you do not have any authority you are not a manager.
If personal persuasion does not get you what you need to deliver the project, and you can't go elsewhere to get the necessary resources, clearly identify through your risk assessment the impact - project failure.
If project failure is not an issue with the functional managers then it probably is a poorly conceived project and doesn't deserve to succeed.
Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
May 24, 2020 8:41 PM
Replying to Tarun Nair
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I agree with your comment.
But we do not have authority to pull any resource. As I mentioned earlier, we are resonsible to communicate with all relevant functional manager to bring them to required understanding of project, as functional managers will take or allocate resources based on his/ her knowledge of project.
The decision part is still with him about how to fulfill the resource requirement. So we are not diarupting any project, if it has to be done the decision will be from funtion manager as per his knowledge about the other projects and if he feels he can make a full time or part time availability of required resources.
I also agree that the resource need should be analyzed. This can be done by function manager based on his resource availability and information provided by us or it can also be done as a workshop, I believe that the second option would be a better choice and I have recommended that in my first comment to this query.
Do share your opinion..
Lets make sure we understand the difference between a project manager and a project administrator. The project manager has, or should have, the authority through the project charter to deliver the project. This includes an ability to manage project resources. If you do not have any authority you are not a manager.
If personal persuasion does not get you what you need to deliver the project, and you can't go elsewhere to get the necessary resources, clearly identify through your risk assessment the impact - project failure.
If project failure is not an issue with the functional managers then it probably is a poorly conceived project and doesn't deserve to succeed. Saving Changes...
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