Re: Role of Resource Manager

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From: Renaud Duisit (RenaudDuisit_at_discussions.microsoft.com)
Date: 06/16/04 

Date: Tue, 15 Jun 2004 17:41:01 -0700

Hi!

Looks like you're deeply in need of Project Server, Trent ? :p

I would like to add a few things about what you asked first:

1- According to PM best practices I would not recommend anyone but the PM (or PM staff) to modify schedules that generally are painstakingly built on purpose. I can tell you that if such a thing happens at my office someone's sure to get a call right away !! More seriously: I see a resource manager like a ... resource manager. He must be able to delegate tasks and find the appropriate resources for a project, and he must be involved in the daily work his resources achieve (time, quality etc.).

2- I totally agree with Gary. AVOID USING CONSTRAINT DATES!!! It sure can help you at first fit your plan with what you want, but you are pretty sure this is NOT the reality. And you may get into trouble soon.

3- Project management is all about communication. I mean don't forget the context of your project. You may be responsible for a project and one day something happens at your company (unexpected workload or sudden priority changes) and your project is impacted. Generally those kinds of things must be discussed within all involved people so a decision can be taken for the benefit of your corporation. This is to illustrate how a Resource Manager may have to switch resources and cause delays in a project, but this should always be done within a corporate decision discussed prior any action is taken. I know I may be dreaming of a perfect world... But things work better when all participants have clear objectives and responsibilities. After all, is the resource manager accountable for your project delay ? I don't think so... So I would not let him the power to deny previously agreed upon commitments unless this is discussed at a higher (corporate) level.

Hope this helps. 

-- 
Renaud Duisit
Project Manager - MCP
"Trent Helms" wrote:
> Gary, Thank you very much for the reply.   This is certainly tricky. 
> On one hand the Project Leader only has visibility of resource engaged
> on his or her projects.  OTOH the Resource Manager for a group of
> resources knows and helps define to which project to deploy them. 
> However the don't see the entire picture either.  In the middle is the
> total management of this information.  I'm thinking that maybe that
> the program manager either by themselves or with the help of a neutral
> master scheduler works through total allocation scenarios.
> 
> Thanks for the formula tips.  We'll have to try it out using manual
> leveling to see how it works.   Part of the issue is that we are still
> using Project Pro standalone to do master/sub projects.  Time tracking
> of actuals comes from a third party system so we currently don't get
> that "this is what I did / this is what I have left to do" data today.
> 
> Best regards!
> 
> Trent
> 
> "Gary L. Chefetz \(MVP\)" <gary.nospam at chefetz.org> wrote in message news:<e9htabpUEHA.2716@tk2msftngp13.phx.gbl>...
> > Trent:
> > 
> > Question number one is a matter for your team to discuss and agree to. The
> > resource manager role, in an EPM implementation, is difficult to define. In
> > my experience it runs the gamut from partcially-a-project-manager to "keep
> > that nasty application away from me." It might seem I'm making light of
> > this, but the disparity is so great that Dale and I came close to abandoning
> > our efforts to maintain courseware for this role.
> > 
> > In general, I believe it's a very bad practice to use constraints in your
> > schedule; certainly not a "best practice." The beauty of Project Server is
> > the ability to capture actual work when it happened. Therefore, it's not
> > necessary to change the schedule for work happening today or tomorrow. This
> > can be accounted for in the timesheet.  As a project manager, I don't
> > particularly care when a resource works on a task unless it's on the
> > critical path. Do your resource managers understand the cocept of "critical
> > path?" Do your project managers?
> > 
> > I suggest you set rules for your team. Fill in the blanks in the following
> > rule:
> > 
> > 1) If the aggregate total of project work exceeds your resource availability
> > by more than (blank) percent, take the following action: (blank)
> > 
> > 2) When tasks must be delayed, work is prioritized by the following formula:
> > (blank) This must be agreed to by (blank) and (blank)
> > 
> > And so on. Once you get over the over-utilization hump, then you can take on
> > the problem that really costs the company a bundle: Under utilization.
> > 
> > -- 
> > 
> > Gary L. Chefetz, MVP
> > "We wrote the book on Project Server
> > http://www.msprojectexperts
> > 
> > -
> > "Trent Helms" <trenthelms@yahoo.com> wrote in message
> > news:224e53fb.0406141326.34bd9e23@posting.google.com...
> > > Assuming a matrix environment we have Project Managers and Resource
> > > Managers how would the assignment of tasks be handled?
> > >
> > > 1) Does the Resource Manager actually set the start and end dates of
> > > assignments or do they only supply the resource giving the PM the
> > > responsibility?
> > >
> > > 2) When assigning resources for particular dates is it okay to use
> > > constraints?  For example a resource works on 5 different projects.
> > > Should the resource manager or project manager assign hard dates so
> > > that the resource knows specifically what to work on?   For planning I
> > > understand the use of leveling would be the first route.  But
> > > operationally when the team is making adjustments daily of total team
> > > tasks should they just go in and modify the dates?
> > >
> > > Thanks in advance,
> > >
> > > Trent Helms
> > > trenthelms@yahoo.com
>

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