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I jumped at this post because the title is right on target to one of my biggest hurdles in portfolio management--human resources. I have several projects going with many of the same people and I don't know how to show management that many people are over utilized. You say, "Again using the EEF and OPA as guides, work with other members of the organization to determine which individuals are available." Does anyone have more details on how an enterprise can keep track of what percentage of time staff are assigned to operational work and what percentage of time they are assigned to specific projects?
One option is to leverage a tool like Project Server 2007. Project Server enables you to manage both Enterprise Projects and Enterprise Resources. Over-allocated resources become visible during specific time periods and can ?leveled? to resolve conflicts. It does take discipline for users to keep the tool updated with assignments and progress, but your goal is achievable with proper implementation.
The author assumes familiarity with the jargon he is familiar with and which is not industry widespread.
I can see your perspective that the terms that I am using may not be as familiar to everybody. The reason I didn't go deep on them was because many of these terms will relate to the project management process as a whole not specifically to this one topic.
It does give me food for thought though that it may make sense to have a separate piece to further define these items if we feel there is an need by the readers.
Thanks !
It does give me food for thought though that it may make sense to have a separate piece to further define these items if we feel there is an need by the readers.
Thanks !
I am new to project management and I am being thrust into this position that I have no real world experience in. I would love to have more about the terms and also any other resources that you have found to be helpful in your experiences. To note I will be managing small projects like migrating domains and installations so nothing massive but I want to increase my companies profit margin on these jobs and be able to demonstrate that value add of managing projects as opposed to just throwing people at it till its done. Thank you in advance if you can help I greatly appreciate it.
This blog was insightful on the big picture, but how would you estimate duration?
This can be a bit tricky depending on your experiences and your organization. I have worked on projects which have taken a very mathematical approach as well as using a basic low/medium/high estimate on individual tasks.
There is an article from awhile ago here that talks about a more simple method which you should take a look at that can help you.
http://articles.techrepublic.com.com/5100-10878_11-6160572.html
Good Luck.
There is an article from awhile ago here that talks about a more simple method which you should take a look at that can help you.
http://articles.techrepublic.com.com/5100-10878_11-6160572.html
Good Luck.
It seems to be directly from PMP - KA Process Areas.
Manage Project Team will come after Develop Project Team then!
Satya
Manage Project Team will come after Develop Project Team then!
Satya
Thank you for pointing this out for the readers as you are absolutely correct that the PMBOK has them in that particular order in Version 3 for this Knowledge Area.
My intention in the article though was to try and walk you through planning from a more practical approach as I have seen it occur successfully. In my experiences outside of the normal Integrated Change Control processes the development and management phases are constantly happening and I rarely consider one to come before the other.
My intention in the article though was to try and walk you through planning from a more practical approach as I have seen it occur successfully. In my experiences outside of the normal Integrated Change Control processes the development and management phases are constantly happening and I rarely consider one to come before the other.
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