How to Manage Projects’ Design Shared Resources ? – Part 1

Goal:

To demonstrate how to manage shared design resources.

Level:

Intermediate.

Direct Users:

Planning Engineers, Design Managers, Design Coordinators, and Program / Project Managers, Project Control Manager, PMO Manager and Portfolio Managers

Indirect Users:

CEO, COO, CFO and Directors

Gained Skills

Corporate Strategic Planning
Resource Planning and Management
Project Cost Planning and Management
Resource Reporting

Tools

P6 Primavera Professional Rev 16.2

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This article is a series of articles under the title How to Manage Projects’ Design Shared Resources. Please refer to the future articles.
Construction scheduling might be very easy for a lot of planners including resources and cost. However, managing developers, clients and consultant’s pre-construction management team (design and bidding stage) within sharing resource pool into many projects in the same time is more challenging because the micro management for the staff which requires to manage each resource assignments per hour. This applicable somehow to maintenance projects with one difference which is that design team works within closed offices however maintenance teams works on different sites and they need material and tools to finish their assignments.
On the coming few articles let’s discuss the suggested method used in these articles which will show step by step a sample solution for managing design teams for different projects portfolio delivery.
Let’s take this example for a small size company X with the data as showing in photo No.1 which is showing projects hours’ status as end of 2016. We are looking to analyse the resource assignments for the coming year 2017 based on current projects hours’ backlog and projects milestones.
This example also could be looked at like a portfolio within a big company to deliver 8 projects.

The summary from the chart is as following:
1. Projects backlog hours by end of 2016 are 29312Mhrs for 8 projects.
2. The current team contains 11 project based resources.
3. The maximum annual input hours is 20240 hours per year (we will not consider the resources where they are OH based in this example).
4. From the above example, some might think that we need more resources. However, the answer to this initial analysis must be discussed through scheduling the 8 projects activities to define the right answer for each resource portfolio analysis.
The questions which need answers here would be:
1. Which resource is overloaded and which one is not?
2. Do we need to recruit more resources and when?
3. What’s about future projects (under bidding) or based on company strategic market analysis?
4. Can we delay some milestones?
5. What are the bottlenecks?
6. What’s about design comments and redesign?
7. Do we have client’s modifications and we can extend or not?
8. What’s about staff annual leaves date and coordinating?
9. Can we work overtime and how long?
10. Do we have a full time resource per a project like a resource who is assigned for a certain project or certain client?
We will need the details for each project. The first project is as showing in Photo No.2 with one project resource management with very sample activities to manage the design delivery process.


You might use the same activities by distributing the hours as you want to match the total. After that we will do our analysis based on the charts outcomes.
Let’s start the analysis in the next article
https://zalbasireppm.com/pmo/how-to-manage-projects-design-shared-resources-part-2/
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