Year in review 2024: Innovations, successes and new perspectives
The year 2024 was a groundbreaking one for Can Do, marked by exciting developments and impressive innovations. In this review, we would like to...
As CEO and head of development at Can Do, Thomas Schlereth is also a sought-after interviewee at trade magazines, podcast hosts and organizations dealing with project management and resource management. Recently, he wrote an article for the PM World Journal, which we also publish here.
"The PM World Journal is intended to be a global resource for continuous learning and knowledge sharing related to Program and Project Management (P/PM). It is intended to help advance the global project management profession and to promote professional P/PM in support of positive economic, political and social development around the world." So much for the Journal's mission. Issue 4 April 2023 contains an article by Thomas Schlereth, CEO of Can Do. We are happy to make it available to the readers of our blog here:
Thomas Schlereth
People are the most important - and most expensive - asset in projects. But they are also the greatest risk ... Project manager Rose has to experience this in her daily work. As an experienced project professional, she naturally knows the usual resource risks and prices them accordingly in the planning. These include, for example:
Rose can handle all that. But what makes her despair and downright angry is that her projects are constantly in competition with other departments and projects. They book employees for their own projects and don't listen to Rose when she warns that her own projects are in danger of falling through. So she keeps buying in freelance externals to keep her projects somewhat on track. Rose decides: This can't go on!
Projects in multi-project landscapes develop their own dynamics and follow their own laws. This includes a lack of transparency (depending on the software used): It is often completely unclear what people are working on, what work they have completed, and what their current workload is.
The reason for this is that actual capacity information is provided digitally by resources, project or team leaders late or not at all. As a result, resources are not allocated according to real needs, but according to who announces the loudest need. And this in turn results in employees who are either completely overloaded or have nothing to do.
Of course, PMOs are familiar with this situation and have learned to live with it. Unfortunately, this often leads to the fact that project managers like Rose are simply ignored when they warn - for good reasons - about miscasts in the projects, lack of resources and projects that are out of balance. An ignorance that, in the worst case, leads to negative cascading effects across the entire company.
The importance of people for project management has already been described at the beginning, but actually this assessment is not precise enough: In fact, well-functioning project management is not about manpower per se, but about skills. An employee with profound knowledge of digitization is not optimally staffed on the store floor in a purely mechanically oriented project - just like the HR specialist in a supply chain project. Project managers know this, of course, but are often happy enough that project management has assigned them resources in the desired number and deployment time at all ...
In order to run large project organizations with as little friction as possible, it is essential not to limit resource management to quantity (manpower and time), but to focus on skills. To return to the human factor, this is rarely possible in an objective and unbiased manner.
The scramble for resources, which our project manager Rose also has to deal with, is usually rooted in sensitivities: Because - fortunately! - every project manager is fully committed to his or her projects, sometimes more resources are requested than are actually necessary. Just in case, so to speak. The fact that skills are then lacking in other projects is not necessarily of interest. What is needed here, especially in portfolio management, is an objective, incorruptible authority that does not favor one project over another. Again, such an authority can hardly be human - but an AI can!
The importance of software support in resource management has been mentioned several times now; here is a summary on why the conclusions of an Artificial Intelligence are clearly preferable to human decision making in this regard:
As a result, we can say that it is the use of digital high-tech, such as special algorithms or artificial intelligence, which makes projects and portfolios more "human", because:
In the future, Rose will rely on a project management software that replaces the previous "resource management on demand" with skill management based on a specialized algorithm and using AI. This gives her several advantages at once:
Rose has done it right: By utilizing modern PM software, her projects are more transparent, her decisions are reinforced, and her projects are more efficient. While optimizing the standing of her teams in the company, she almost incidentally strengthens all other projects across all departments, because the software's AI helps her with resource allocation and risk assessment across the portfolio.
Would you like to read the original article in the context of the Journal?
Click here for the PM World Journal
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