This post is the third in McLaughlin & McLaughlin<\/strong>\u2019<\/strong>s<\/strong><\/a> Project Professionals series of discussions regarding current challenges being encountered in today\u2019s efforts\/environment associated with the human resource aspects of your project management team.\u00a0 More specifically, we have titled the series STAFFING YOUR PROJECT<\/strong> MANAGEMENT TEAM<\/strong>, and we intend to focus heavily on the managerial aspects of human resource planning and acquisition.\u00a0 This post focuses on acquiring<\/span> the human resources (people) or staffing.\u00a0 While the planning may be the most important activity or action in the process, the challenge ultimately is obtaining the people<\/span> to implement your intended execution strategy.\u00a0 There are many acquisition strategies<\/span>.\u00a0 These acquisition strategies<\/span><\/strong> differ for various market conditions, organizational situations, project needs and other project variables.<\/p>\n Please Remember<\/span><\/strong> \u2013Teams of people [not machines and not software]<\/strong> build projects<\/strong>.\u00a0 Consequently, if you cannot acquire the requisite staffing, you are not prepared to execute the project [at least as planned].<\/p>\n Please Remember<\/span><\/strong> \u2013This is a team, not a group of individuals.\u00a0 Have you noticed that so many sports teams with superstars rarely win championships?\u00a0 Further, have you noticed that championship teams have few, if any, superstars?\u00a0 It is the project team, not the individual that must be staffed and developed.<\/p>\n In order to present this topic in a logical manner and with an industry-recognized lexicon, we are using the PMI Project Management Processes<\/strong> for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK<\/em>\u00ae<\/sup><\/a> Guide)<\/a>.<\/em><\/p>\n Sources that are used in this post are:<\/p>\n Marketplace conditions in high demand industries [e.g. oil and gas projects, mining projects] or skill-sets [project controls personnel, project planners and schedulers, etc.] create unique challenges in identifying and assembling a quality project management team. \u00a0In these situations one must craft the Human Resource Plan<\/strong> with full recognition of the scarce resource environment.\u00a0 Unique approaches [e.g. managing contractors, mentors with apprentices, virtual or cyber teams] may be the best choice and this is part of the execution planning process.<\/p>\n The acquisition process differs for differing organizations and types of projects.\u00a0 PMBOK<\/a><\/em>\u00ae<\/a> <\/sup>provides guidance regarding the generic planning and management process (PMBOK, CHAPTER 9).\u00a0 This can be adapted to the organizational structure and project specifics.<\/p>\n This PMBOK<\/em><\/strong>\u00ae<\/sup><\/strong> <\/sup><\/a>process is structured around the following:<\/p>\n Inputs<\/span><\/strong> <\/strong>\u2013 The general inputs are cited above.\u00a0 In prior posts, M&M<\/a><\/strong> has discussed the development of the Project Management Plan<\/a>. <\/strong>In preparing and implementing this plan, one must fully factor in the marketplace conditions (please see above).\u00a0 The availability (or non-availability) of human resources in the marketplace will greatly influence many aspects of the plan.\u00a0 Certainly, acquisition of external resources must be tempered and influenced by the relevant marketplace.\u00a0 As discussed above, hot\/active industries or hot\/active skill-set situations are very problematic.\u00a0 This is one of the most challenging aspects of planning related to large and complex projects.<\/p>\n Tools and Techniques<\/span><\/strong> \u2013 Pre-Assignment is the practice of advanced selection coupled with a firm commitment.\u00a0 This creates a stable core for the team.\u00a0 Living by, or honoring, the commitment is important.\u00a0 Often, internal negotiations with Functional Managers or other Project Managers are required and\/or beneficial.\u00a0 This can bring quality people resources to the team or free the project manager to pursue external sourcing.\u00a0 External sources include vendors, suppliers, contractors, individual consultants [free-lancers, 1099\u2019ers, etc.].\u00a0 The concept of virtual or cyber teams expands the project manager\u2019s options.\u00a0 Considerations include: teams from the same company in widespread geographical locations, specialized expertise, work-from-home situations, differing shift requirements, mobility issues [disabilities], and the high cost of travel and living expenses.\u00a0 Projects in remote locations are particularly good candidates for this execution concept.<\/p>\n Output<\/span><\/strong> \u2013 The project manager and her\/his staff need to firm up the commitments as they emerge.\u00a0 Staffing assignments, updated organization charts and announcements serve this purpose.\u00a0 Resource calendars with mobilization and demobilization timeframes give a basis for planning and updating the project budget\/cost estimate.\u00a0 Most importantly, they give stability to key personnel, stakeholders and subject matter experts [SME\u2019s].\u00a0 Similarly, it is important to update the Project Management Plan<\/strong> with this progress and the decisions.\u00a0 Finally, press releases or announcements can serve to attract other needed talent.<\/p>\n Kerzner<\/a><\/strong> addresses the subject in (among other places) Chapter 4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM.<\/em> Several of his key topics are:<\/p>\n Regarding selecting the Project Management Implementation Team<\/strong> [4\/13], Kerzner identifies the following desirable project team personal characteristics:<\/p>\n In the next post, we will continue to address issues, problems and solutions often encountered in acquiring the human resources for your Project Management Team.\u00a0 The subsequent posts will also address issues in selecting and acquiring the project manager<\/span><\/strong>.\u00a0 A strong and well qualified project manager will heavily influence the success of the project.<\/p>\n Good luck and let us be realistic and professional in the acquisition of people [staffing] for your project management team.\u00a0 You must acquire the requisite quantity of personnel and skill-sets needed to implement your intended project execution strategy.\u00a0 Otherwise, the execution strategy must be changed.\u00a0 This is part of the interactive planning process.\u00a0 M&M<\/a><\/strong> wishes you happy reading and good luck in your project management challenges and endeavors.<\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/a><\/strong> is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/a> is for the convenience of blog visitors and M&M<\/a><\/strong> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/a><\/strong> services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/a><\/em><\/strong>.<\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This post is the third in McLaughlin & McLaughlin\u2019s Project Professionals series of discussions regarding current challenges being encountered in today\u2019s efforts\/environment associated with the human resource aspects of your project management team.\u00a0 More specifically, we have titled the series STAFFING YOUR PROJECT MANAGEMENT TEAM, and we intend to focus heavily on the managerial aspects 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