Senior executives and PMO Managers will be very familiar with the traditional view of delivery resource planning, consisting of the following activities:
In relatively small or self-contained projects this approach to resource management is usually sufficient. However in large projects and programmes, often with a multi-year duration, PM-Partners’ experience is that other activities are essential. This experience is supported by evidence from Health Checks and Post Implementation Reviews undertaken by us across a range of industries.
Change is a constant within projects and programmes. However this change is not always acknowledged or managed up front. People are promoted, key roles (e.g. Sponsors, Business Owners and Programme Managers) are replaced or modified, and people take extended leave or resign. Some of these changes can introduce a high level or delivery risk, and may compromise achievability of business benefits.
Including resource planning as part of risk identification and mitigation is the first step. This will ensure key resources are identified, and appropriate measures taken to retain those resources (or, where this is not possible, to adjust and manage through).
A key tool in risk mitigation is a resource succession plan. Thinking about succession plans for key roles prior to any unforseen changes can ensure that resourcing is considered holistically and that impact on overall delivery is minimised.
Some key questions to consider:
PM-Partners group offers an extended workforce solution where you require an extension to your team, a full team or a managed PMO with experienced and qualified people.
Professionals that are pre inducted and ready to start, supported by our service delivery managers providing objectivity, advice and assurance.
Benefit: Additional capability, scalability, accountability and value.
View our Benefits of outsourcing project management, projects or the PMO infographic
View our Project Management Outsourcing – What are your options? infographic