PM Network - August 2015

Run a Lean Team

Effective project staffing also means shedding redundant and unneeded resources when necessary, says Mr. Gower. His organization avoids carrying extra weight by capping the number of internal project managers based on current business volume.

“The level of demand for projects from our customers will go up and down, so we tend to augment project teams as needed with third-party project managers from various suppliers,” he says.

To make sure everyone is working at his or her full capacity, Mr. Turner clearly defines team members’ roles at the beginning of every new project. By outlining specific responsibilities, he avoids redundancy and minimizes the need for cuts in the future.

“It’s really important that everybody understands their roles and responsibilities, and that those are well-defined at the beginning and well-communicated throughout the life cycle of the project,” Mr. Turner says.

Keep Risks
on the Radar

It’s always possible that talent needs will change during a project, requiring shifts in the team’s size or skills profile. To avoid getting caught off guard, project managers should highlight staffing concerns on their risk registers, Mr.

Turner says.

“You’re going to run into situations where you’re not going to have the right skill set when you need it. A new project manager might have little experience, a team might be unevenly dispersed across multiple sites, or somebody could be injured and end up off the project,” he says.

Once they understand staffing risks, project managers should create mitigation plans to address them, Mr.

Turner says. And they shouldn’t despair. “If a project falls into high-risk territory due to resource availability, this doesn’t mean it’s doomed. It just means the project’s leadership must plan and lead accordingly.”

“The level of demand for projects from
our customers will go up and down,
so we tend to augment project teams
as needed with third-party project
managers from various suppliers.”