Clients increasingly require that only suitably qualified staff are assigned to their projects. Advances in technology are rapidly increasing specialisation of the workforce and locating suitable staff requires more data on each person’s skills and experience. Just take a look at the range of Training and Certification options on the Cisco website to see the exponential growth in available options!

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Managing multiple projects with a limited pool of resources can be a wild ride. As soon as the project demand is in balance with the skills capacity, something changes; a new project arrives, there is a scope change, or the client postpones the next phase.

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IT departments in large organisations are keen to minimise the number of system that they need to maintain. They have a strong incentive to go for ERP , enterprise project management (EPM) software  and other large corporate systems to avoid a multiplicity of best of breed systems.

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The completion of a project should be a cause for celebration, but too often the outcome disappoints. Recent history is littered with projects that have overrun in cost and time and failed to meet expectations. The root cause is often that the project was not properly scoped,

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Program resource management is not for the faint hearted. Managing a portfolio of projects with a limited pool of resources can be a wild ride due to divergent, conflicting objectives.

Project managers are charged with meeting their key project milestones and will demand adequate resources to ensure that every one can be achieved on time.

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As competitive pressures increase, engineering firms with a portfolio of projects need to do more with less. An obvious area to look at is the productivity levels being achieved by their project teams and this is where more effective engineering resource management can make a significant contribution.

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Commentators continue to bemoan the UK’s poor levels of productivity. Improving it remains the key to economic growth and better paid jobs all round. Everyone agrees that more investment in infrastructure and technology is needed to make it happen, but recent history is littered with such projects over-running on time and cost and failing to meet their objectives.

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We are implementing our resource management software in the IT dept. of a major UK food processor. Although they have less than 50 staff, their projects are at multiple locations across the country, so much travelling is required. Projects are managed along matrix lines,

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A skills database maintains details of each person’s skills, competencies and technical expertise. It is particularly useful in geographically dispersed project organisations, where locating suitably qualified staff can be far from straightforward. Managing a portfolio of projects with a limited pool of resources can be a lively ride.

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