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STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 4) – Acquiring People from the Market

December 17, 2011 By

This McLaughlin & McLaughlin’s Project Professionals post is the fourth in a series of discussions regarding current challenges with the staffing aspects of your project management team.  The focus is on the managerial aspects of human resource planning and acquisition.  This post (like Part 3, our last post) addresses acquiring the human resources (people) or staffing.  While the planning may be the most important activity or action in the process, the challenge ultimately is obtaining the people to implement your intended execution strategy.

There are many acquisition strategies.  These acquisition strategies differ for various market conditions, organizational situations, project needs and other project variables.  Markets that are very active/hot [oil and gas, mining, natural resources, etc.] present unique challenges.  Skill-sets that are in high demand [project controls, planning, scheduling, technical, etc.] present further unique challenges.  The project Human Resource Plan must address these unique challenges.  Further, the project plan and schedule must allow the time to complete the acquisition process as well as the requisite training/indoctrination.  Finally, the project budget must realistically provide for the cost of these resources (often expensive non-employee persons) as well as the acquisition costs (e.g. recruiters).  If this planning is not in place, do not launch into project execution.

Please Remember –Teams of people [not machines and not software] build projects. Consequently, if you cannot acquire the requisite staffing, you are not prepared to execute the project [at least as planned].

Please Remember –This is a team, not a group of individuals.  Have you noticed that so many sports teams with superstars rarely win championships?  Further, have you noticed that championship teams have few, if any, superstars?  It is the project team, not the individual that must be staffed and developed.  As they say, there is no “I” in team. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 3) – Acquiring People

December 10, 2011 By

This post is the third in McLaughlin & McLaughlin’s Project Professionals series of discussions regarding current challenges being encountered in today’s efforts/environment associated with the human resource aspects of your project management team.  More specifically, we have titled the series STAFFING YOUR PROJECT MANAGEMENT TEAM, and we intend to focus heavily on the managerial aspects of human resource planning and acquisition.  This post focuses on acquiring the human resources (people) or staffing.  While the planning may be the most important activity or action in the process, the challenge ultimately is obtaining the people to implement your intended execution strategy.  There are many acquisition strategies.  These acquisition strategies differ for various market conditions, organizational situations, project needs and other project variables.

Please Remember –Teams of people [not machines and not software] build projects.  Consequently, if you cannot acquire the requisite staffing, you are not prepared to execute the project [at least as planned].

Please Remember –This is a team, not a group of individuals.  Have you noticed that so many sports teams with superstars rarely win championships?  Further, have you noticed that championship teams have few, if any, superstars?  It is the project team, not the individual that must be staffed and developed.

In order to present this topic in a logical manner and with an industry-recognized lexicon, we are using the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Sources that are used in this post are:

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 2) – Planning

December 3, 2011 By

This post is the second in McLaughlin & McLaughlin’s Project Professionals Blog series of discussions regarding current challenges being encountered in today’s efforts/environment associated with the human resource aspects of your project management team.  More specifically, we have titled the series STAFFING YOUR PROJECT MANAGEMENT TEAM, and we intend to focus heavily on the managerial aspects of human resource planning and acquisition.  This post focuses on planning the human resources or staffing.  In many respects, the planning is the most important activity or action in the process.  Proper and timely planning including documenting the plan will provide the roadmap for the path to success.  It will also tend to reveal problems and challenges before they become a problem.

In order to present this topic in a logical manner and with an industry-recognized lexicon, we are using the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Sources that are used in this post are:

Please Remember – People [not machines and not software] build projects. [Read more…]

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STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 1) – Introduction

November 25, 2011 By

McLaughlin and McLaughlin’s Project Professional’s post is the first in a series of discussions regarding current challenges being encountered in today’s efforts/environment associated with the human resource aspects of your project management team.  More specifically, we have titled the series STAFFING YOUR PROJECT MANAGEMENT TEAM, and we intend to focus heavily on the managerial aspects of human resource planning and acquisition.  This post is the introduction which frames out or structures the developing discussion.

Authoritative information and guidance regarding project management comes from many sources.  A few that may be obvious include:

In order to frame and organize this topic, we are using the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) .

Sources that are used in this post are:

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WAYS OF WORKING – Subject Series Summary

November 20, 2011 By

This is McLaughlin and McLaughlin’s Project Professional’s first Subject Series Summary regarding Ways of Working.  Ways of Working aggregates a collection of topics that may be helpful to program and project managers.  This summary update provides an overview of prior posts and provides a baseline for future posts that will follow on a timely basis.

The topics include:

This summary is very brief and simply serves as an index for readers to follow.  Of course, detailed descriptions are contained in the individual posts.  The Subject Series page may also be helpful.  It contains links to several popular series that consist of multiple posts that build upon earlier discussions.

Ideally this Subject Series provides a starting point to investigate best practice on many topics of interest or features of project management.  If you have a suggested topic, please feel free to contact us and let us know. [Read more…]

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PROJECT MANAGEMENT CHALLENGES– Subject Series Summary

November 14, 2011 By

This summary update provides readers with an overview of prior posts and provides a baseline for future posts that will follow on a timely basis.  A Subject Series Summary has not been posted in the past.  This Subject Series, PROJECT MANAGEMENT CHALLENGES  was posted during June through September 2011.  Since that time, blog readership has increased significantly.

This summary is very brief and simply serves as an index for readers to follow.  More robust summaries are provided in the June summary.  Of course, detailed descriptions are contained in the individual posts.

Ideally this Subject Series provides a starting point to investigate best practice on many planning and execution features of project management.

Introduction (Part 1)  – This post is the first in a series of discussions regarding challenges being encountered in current project management.  This post introduces the topic and sets the framework for ongoing posts on individual challenges.  This series is intended to draw upon many sources within the project management discipline or profession.

Project Initiation (Part 2)  – This post addresses the starting point or initiation of the project.  This is a crucial challenge.  The initiation process (getting started formally) requires two processes and deliverables/outputs (see PMBOK® and Kerzner).  Both processes are discussed.

Project Initiation Lessons Learned (Part 3)  – This post addresses the starting point or initiation of the project.  The study of lessons learned creates relevance and importance in (sometimes) abstract concepts.  It answers queries regarding the practical side of the issue.  There is a famous quote out there that talks about those that refuse to study history.  It is suggested that you avoid reliving the mistakes experienced by others.

Project Planning Process (Part 4)  – This post addresses the project planning process.  This is a crucial challenge and the importance of this process cannot be overstated.  A logical and often asked question is along the lines of “Why plan?” as it can be complicated, time-consuming and aggravating.  There are several key benefits to planning.  These benefits are discussed.

Project Management Plan (Part 5)  – This post addresses the Project Management Plan [also known as Project Execution Plan, Project Plan and other titles].  The Project Management Plan can consist of several pages of information and direction or a bookshelf full of many volumes of documents.  These many volumes can have a hierarchical structure.  PMBOK® provides guidance regarding this deliverable/work product.  The Project Management Plan is also known as Project Execution Plan, Project Plan, and other similar titles.

Project Planning Issues (Part 6)  – Planning the project properly, documenting the plan professionally and then implementing the plan successfully are likely the source of most project success and failure outcomes.  While project planning is one of the most fundamental skill sets in project management, the requisite processes and actions are not well developed or successfully implemented.

Project Planning Lessons Learned (Part 7)  – Learning from the experiences of others is an effective method for skill set development.  Many organizations that use project management on an ongoing basis close out projects with a compilation of “lessons learned.”  These firms have found value in studying the issues that have emerged in the past.

Project Planning Lessons Learned STAKEHOLDER MANAGEMENT (Part 8)  – This post continues the focus on issues in planning and problems that have their source or root cause in planning.  The subject is Stakeholder Management.  The use of team and stakeholder workshops can be an effective mechanism for aligning, selling and implementing the Project Management Plan.  Obtain an audience with all stakeholders.  Start with the Project Sponsor.  Sell the Project Management Plan in detail.

Project Planning Lessons Learned RESOURCE REQUIREMENTS (Part 9)  – This post continues the focus on issues in planning and problems that have their source or root cause in planning.  The subject is Resource Requirements.  In this regard, the post will focus on human resources or staffing. [Read more…]

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MANAGING RISK OF DELAY – Subject Series Summary Update

November 10, 2011 By

This summary update provides readers with an overview of prior posts and provides a baseline for future posts that will follow on a timely basis.  The last summary was posted on June 12, 2011

This summary is very brief and simply serves as an index for readers to follow.  More robust summaries are provided in the June summary.  Of course, detailed descriptions are contained in the individual posts.

Ideally this summary provides a starting point to investigate best practice on many delay-related features of project management.

The Context and Challenge (Part 1) – Talk/Speech by Mr. Keith Pickavance

Time-Management Strategy (Part 2) – Strategy according to CIOB Guide

As-Planned Schedule / Accepted Programme (Part 3) – Establishing the Time Management Baseline

Schedule Preparation and Maintenance (Part 4) – Managing the Time Baseline

Earned Value Management (Part 5) – Importance and Management of the Time Baseline Tool

Critical Path and Earned Value Management (Part 6) – Managing with Critical Path, Earned Value Management and Productivity Tools

Earned Value and Schedule Performance Indicators (Part 7) – Time Management Tools

Schedule Specification Sources and Implementation (Part 8) – Managerial Tools with sources

Recognition and Notice (Part 9) – Managerial Alerting and Action Tools

Going forward, we will post other features of MANAGING THE RISK OF DELAY. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , , , , , , , , , ,

PRODUCTIVITY SERIES REVIEW (reissue 2)

November 7, 2011 By

McLaughlin & McLaughlin’s Project Professionals blog has a series of posts regarding labor/labour productivity. Over the last month we have added to this popular series.  The first summary was posted in June and the latest was a reissue in October 2011.  Readership has continued to increase.  Consequently, we are reissuing this updated and expanded post as an overview of the labor/labour productivity series.

Productivity is a hot topic and has given rise to much discussion and debate in the project management world.  Labor productivity can be a competitive advantage or a managerial challenge (actually, both and more).  Therefore, we believe that there is high potential benefit in a review of McLaughlin & McLaughlin’s Productivity Series.  Below, we have the titles and links to each post followed by a brief summary of the content.  We intend to augment these posts with additional writings on the subject. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , , , , , , ,

Labor/Labour Productivity – Overtime Impacts (Part 12)

October 29, 2011 By

EVALUATING IMPACT

This is the twelfth posting regarding labor/labour productivity and disruption.  This contribution provides thoughts on the evaluation of impact of overtime on labor productivity.  The Subject Series can be viewed here.

Overtime or Extended Working Hours represent one of the widely recognized causes of loss in labor/labour efficiency or productivity.  A key issue for project planners and managers is the notion of how to evaluate this impact.  The evaluation challenge is present whether the analysis is prospective (contemporaneous) or retrospective.  Retrospective analyses can be used or required during project execution or part of forensic analyses.

Regarding the evaluation techniques, K Pickavance (please see below for citation) organizes the methods as follows:

  1. “Planned (undisrupted) versus actual (disrupted)”
  2. “Actual  (undisrupted) versus actual (disrupted) – the measured mile approach”
  3. “Historic (undisrupted – on other projects) versus actual (disrupted)”
  4. “Industry productivity norms (undisrupted) versus actual (disrupted)”
  5. “Time and motion study (undisrupted) versus actual (disrupted).”

As previously posted, project planning is one of the major challenges for program and project management teams.  Past posts have discussed many aspects of project planning.  The series regarding Project Management Challenges is here.  Part 5 of this series is particularly relevant or germane to the discussion regarding the impact of overtime on labor productivity in this post.

The impact of overtime on labor productivity is a relevant and serious consideration in many aspects of program and project management.  In the case of impact assessment, the anticipation of a particular analytical methodology is a planning consideration.  Said differently, the project planning should consider the data needed and the collection techniques to be used relative to the assessment of overtime impact on productivity.

Again, the impact on the schedule duration must consider the planned and forecasted progress using the proper productivity.  As overtime is introduced, progress may well be impacted.  The time impact of more work hours per week is mitigated or offset by the lowered productivity. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , , , , , , , ,

Labor/Labour Productivity – Overtime Impacts (Part 11)

October 22, 2011 By

PLANNING CONSIDERATIONS

This is the eleventh posting regarding labor/labour productivity and disruption.  This contribution provides managerial considerations or issues regarding the impact of overtime on labor productivity.  The Subject Series can be viewed here.

Two key points:

  1. “The project plan is needed as a baseline to calculate the expected cost and time performance (cost estimate or price and the project schedule)”
  2. “Time and cost forecasts must be evaluated and adjusted if the project plan execution changes and overtime is introduced, increased or reduced.”

Project planning is one of the major challenges for program and project management teams.  Past posts have discussed many aspects of project planning.  The series regarding Project Management Challenges is here.  Part 5 of this series is particularly relevant or germane to the discussion regarding the impact of overtime on labor productivity in this post.

The impact of overtime on labor productivity is a relevant and serious consideration in many aspects of program and project management.  Understanding the impact on labor/labour productivity and cost due to overtime is an essential skill related to both planning and forensic analyses.  Remember, the impact on productivity applies to all hours worked, not just the hours associated with premium time costs.  Hence, often the productivity impact is more costly than the premium time compensation component of the payroll costs.

Perhaps more importantly the impact on the schedule duration must consider the planned and forecasted progress using the proper productivity.  As overtime is introduced, progress may well be impacted.  The time impact of more work hours per week is mitigated or offset by the lowered productivity.

The impact of overtime on labor/labour productivity is not limited to construction field labor.  It presents in engineering, construction management, programming, consulting and other professional man-hours. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , , , , , , , , , ,
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