Project Management, Second Edition by Gary R. Heerkens

Author:Gary R. Heerkens
Language: eng
Format: epub
Publisher: McGraw-Hill Education
Published: 2014-03-12T16:00:00+00:00

In an ideal world, the resource assigned to work on your project represents the optimum match of your needs and his or her skills. Unfortunately, it doesn’t always work out that way.

All too often, you’ll get somebody who happens to be available at the time. To be blunt, you may get offered a person who tends to be less in demand, often due to inferior skills or an undesirable behavior pattern. In other words, everyone wants the best resources—that’s why they’re often overloaded and unavailable.

If you believe this could happen to you, here’s a recommendation: establish a climate or tone in which the functional manager—rather than the individual assigned to your project—is viewed as responsible for the success of that department’s contribution to the project. Say, for example, “I’ll get back in touch with you right away if problems arise,” or “I’m going to put your name down in the Responsible column for this effort.” Resource providers who may be willing to accept some responsibility this way may be more inclined to provide a more qualified employee for your project—and pay more attention throughout the life of your project.

GETTING THE RESOURCE YOU WANT, PART II

If you have a specific person in mind, you’ll need to make that very clear as soon as possible—and definitely before a specific individual has been named. Getting a functional manager to change his or her mind after he or she has assigned a specific individual to your project may be next to impossible.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.