Managing Human Resources Projects
Some of the risks planned for do happen just like in the scenario described. Dealing with over budget and behind schedule, risks would first require a sit down with the project team to discuss the “why” and get to the problem’s root cause. This will need undivided attention to the project’s Gantt chart establishing the project status in terms of actual dates and completion estimations. The second step will involve determining if: changing the process and the structure would save the project, and if adding more resources would be helpful. This will enable the weighing of benefits to costs.
Thirdly, if the verdict is to keep the project alive, then the next step will be juggling resource utilization. Like the chess board game, the project manager can go around priorities to cover up for inconsistencies that will be in the project schedule. The fourth step involves the process of cutting and shifting costs. First, the project manager should have a list of key activities written. The project manager will then identify where costs can be substituted to save money or determine if there were contingency funds so that more funds can be utilized by the project’s big items that need to be completed and in the right order. The fifth and last step is proactive, effective, and transparent communication with the client. The project manager must ensure that he is sure of what the problem was, how it will be solved, and renegotiate only once with the client. This fifth step presents a risk of maintaining trust and relationships in the long run.
One risk of resource utilization is resource overload. A resource may be required in multiple sectors in the same project. This will eventually result in delays and worsen the overdue time. Another risk is resource utilization is that without managing the team’s utilization, one team may be overloaded with projects while the other is dormant. It is important the project manager plans for resource utilization beforehand to avoid further risk development…