Identifying Your Project Staffing Needs

People make or break a project. That's why, as a project manager, it is important to carefully plan your project staffing needs. You need to choose people with the right competencies and personalities if you want your project team to work well together and to be capable of getting the job done.

Selecting the right people for your project begins with a staffing requirement plan. Staffing requirements are created using the project's Work Breakdown Structure (WBS) and Skills Inventory Matrix.

Work Breakdown Structure (WBS)
The first step in determining your staffing requirements is to choose people with the right competencies. The WBS details the competencies you need to complete your project. A WBS is the organization of a project into a group of deliverables that defines the project scope.

Project managers complete all phases of the WBS. These phases are:

• identifying the major work assignments for the project
• breaking down each work assignment into tasks
• matching competencies to tasks.

When it comes to matching competencies to tasks, you need to consider both objective and subjective criteria. Objective criteria may include: technical ability, level of proficiency, project management skills, and previous experience as a leader.
Subjective criteria may include: social skills, opinions of fellow project managers, and opinions of co-workers.

Skills Inventory Matrix
After using the WBS, objective and subjective criteria to select the members of your team, you need to assign tasks based on team member competencies. A Skills Inventory Matrix is ideal for this purpose.

A Skills Inventory Matrix allows you to see all the competencies within the project team. The matrix can be created using a simple table. In the first column on the left, list each team member. In the columns to the right, list the competencies required to complete the project. If an employee has a particular competency, place a checkmark in the table cell corresponding to their name and the competency.

A WBS and a Skills Inventory Matrix help you to determine your staffing needs. These inputs ensure that you know which competencies and people you need, as well as what the time frames are for your project.

To ensure the timely completion of your project, you need to match people to competencies and competencies to tasks. A project manager is more likely to have success when all of these staffing requirements are in place.

Planning Resources Using a Resource Pool Description

Before you begin working on a project, you need know if you have the resources to support it. This is where a resource pool description comes in. A resource pool description is a report that gives details about the people, materials, and equipment necessary to complete the project work.

People
To keep track of the human component of your project, you should compile a list of potential human resources. This list should include:

• the person's name
• whether she is an internal or external resource
• her resource type
• her skills
• the company or division she works for
• her supervisor
• her pay rate
• the anticipated project start and end dates
• her availability
• any vacation she may be eligible or already scheduled to take
• additional comments

Your human resource requirements may change as the project progresses and so may not have all the spreadsheet information at project inception, but you should strive to fill in as much information as possible before you begin assigning resources.

Equipment and materials
The information you need for your equipment and materials spreadsheet varies only slightly from your human resource spreadsheet. You would need to know:

• the resource name
• whether the resource is internal or external
• the supplier (source of the resource)
• the rate or cost per unit
• the resource location
• the resource availability
• a contact name
• the resource type
• specifications
• comments

Your resource pool description is not static. The different phases of a project may require different resources. That's why your list of possible resources may change as your project progresses.
You may need a large number of people working on your project to start with. As the project progresses, you may need fewer people, but with highly specialized skills. Or the opposite could happen. This means that you will constantly have to adjust your resource pool description.

Similarly, your project could require completely different equipment or materials, depending on which phase of the project you are working on. Your resource pool description should reflect this.

In addition to keeping track of what resources are "available," you should also keep track of the resources once you use them. This information is needed for accounting purposes and can also be used to estimate future resource requirements for future projects.

Your project plan outlines the type of work your project requires. Your resource pool description allows you to match the right resource to a specific task. As such, a resource pool description is an invaluable tool for the project you are planning now and for those you will plan in the future.

Resource Requirements and Project Activities

How many people does it take to install a computer network, write a user's manual, or analyze a customer's needs? What equipment is needed to deliver a training session? These questions may not be pertinent to every project, but it's important for you to know what physical resources it will take to complete any activity related to your project.

Physical resources can include any or all of the resources listed below, depending on the nature of the project.

• People. This is the most important resource of all. It is also the most diverse resource the manager has to deal with. People come with a wide variety of skills. The manager's job is to match the possible skill sets with the project tasks.

• Facilities. Facilities are where the project activities will be performed. The project manager has to take into account what kind and how many of these facilities are required. Availability of facilities can have a big impact on the project schedule and has to be taken into account.

• Equipment. Specialized equipment may be needed for some projects. This equipment may have to be bought, rented, borrowed, or built. The project manager has to make sure that the equipment will be available according to plan.

• Materials. If a project produces anything tangible, the raw materials to produce the product need to be managed. Materials have to be managed to ensure they are available when needed.

Project managers should develop a list of all the resources needed to complete a project. This list is known as "resource requirements." Resource requirements are descriptions of the types of resources required and quantities needed for each element of the work breakdown structure and are important inputs to activity duration estimating.
Resource capabilities are another input you should consider when estimating activity duration. Resource capabilities can have a direct effect on an activity's duration. For example, a person with more experience and skills will complete a job faster than someone who is unskilled.

The capacity of the materials used for a project also will affect an activity's duration. For example, a machine that runs at only 50 percent capacity will take twice as long to complete the activity as a machine that runs at full capacity.

Resource capabilities not only affect the duration of an activity, but they can also affect the resource requirements. For example, if workers are unskilled, more of them will be needed to complete a project on time. If workers have more experience, fewer people will be needed.

As a project manager, you should look at all aspects of a project's resources when estimating activity duration. Remember, resource capabilities can have a far-reaching effect on the duration of a project activity.

Understanding Conflict

Conflicts among employees occur in every organization.

As an effective leader you need to know how to deal with conflict.

Understanding conflict means examining:

• the concept of conflict
• constructive conflict
• the escalation of conflict
• the psychological changes that accompany conflict
• the two primary reasons for conflict.

Constructive conflict
While we all know conflict when we feel it, most of us don't work with it well because we don't understand its dynamics. What are the inner workings of conflict?

Conflict is an everyday, naturally occurring fact of life. Without it, there is no progress, evolution, or art. Don't fear it; learn how to face it and work with it. It occurs when you believe that in order to get what you want, someone else won't be able to get what he or she wants.

The concept of conflict
The resolution of a problem can show the three ways conflict can be constructive. These are:

• when it leads to unity of purpose and collaboration
• when it leads to better decision making
• when it produces change.

The escalation of conflict
Many conflicts, however, turn destructive because they escalate out of control. Consider the following reasons that conflict escalates:

• Cooperation turns into accusations and threats.
• One issue becomes many.
• A specific issue gives way to general complaints.
• Consideration turns to getting even.
• More people begin to get involved.

The psychological changes that accompany conflict
There are a number of psychological changes that happen to people when they get involved in conflicts. These are explained in detail below:

• When you are in conflict, you develop selective perception, only seeing your own side of the story. You begin to look for evidence to prove you're right.
• Conflict can also cause you to create a self-fulfilling prophecy, where you create a worst-case scenario, and then get what you expect by acting as if it's going to happen.
• When conflict is played out, a complete communication breakdown occurs. Trust is rarely reestablished, and any polite conversation that follows is filled with tension and bitterness.

The two primary reasons for conflict
There are two primary reasons for conflict. One primary reason for conflict is that two people have different interests; they want different things. Another primary reason for conflict is two people have the same interests, which are in conflict; they believe only one of them can have what they want.

Exploring conflict resolution within your organization can improve the atmosphere in the workplace and lead to greater creativity and collaboration.

Understanding Group Communications

Group communications are essential to successful organizations.

Leaders can improve group communication by:

1. increasing team communication
2. improving organizational communication
3. using informal communication networks.

Increasing team communication
There are a number of things you can do to improve the way your group shares information. Some of these are shown below:

• Use a variety of formats to get the team together to talk, including team meetings, informal chats, and scheduled informational discussions.
• Ensure everyone understands the purpose of these sessions.
• Ensure that the group understands how proud you are of their work.
• Some people in a group can be bashful about raising questions, so you could attempt to anticipate their needs when responding to others' questions.
• You could use newsletters, bulletin boards, and e-mail to communicate with your team.

Improving organizational communication
In addition to improving communications, it is important to contribute to the communications of the larger organization. The following are examples of how contributions to organizational communications could be made:

• Every organization needs a dependable internal communications program. In larger companies, someone is usually in charge of this. In smaller companies, it can be a collective function of leaders at all levels.
• Good organizational communication means that the members are well informed on all significant issues which affect them, including business challenges, policy changes, and operational and strategic issues.
• Other issues which are included in organizational communications include organizational structure, customer service, workplace improvements, and the use of information technology.
• Leaders should always be searching for ways to improve communications outside of their immediate realms. You are also responsible for correcting any misinformation about your subordinates or department.
• It's also necessary for a leader to actively communicate with other departments to discover information that you need but has not been given to you.
• Another way of improving communications among different groups is to suggest a shared function such as a potluck lunch or weekend social activity.

Using informal communication networks
Another means used to communicate is to use informal networks. This is not much different than what is commonly called the grapevine. Leaders can use this type of communication in the following ways:

• An informal network, or grapevine, can complement or detract from other group communications.
• Accept the fact that grapevines can't be eliminated and are very difficult to control. They are, however, easy to use.
• Talking informally or casually with your subordinates and others can provide you with a vast amount of information about your organization.
• As a leader, it's your responsibility to correct and dispel any incorrect information that you discover in the grapevine.

You can use a variety of methods to improve communications among your group and between your group and the rest of the organization. How can these techniques improve your own group communications?

Improving Personal Communication Skills

Improving leadership abilities is intrinsically connected to improving communication skills.

Factors that improve personal communications include the following:

• face-to-face communicating
• listening to others
• speaking well
• presenting effectively
• writing clearly

Most staff interactions, like most business communications, occur one-on-one and in small groups. You should try to increase the quality and quantity of these small encounters because they are the most effective means of delivering his message.

The following four suggestions can be used in this setting:

1. One key in getting people to come to you when they need your help is to be approachable. Do this by adjusting your speaking style to more closely resemble those to whom you're speaking.
2. Be understanding and sincere. Being empathetic towards others and trying to understand their motivations and concerns helps create a two-way relationship.
3. Consistency in the way you communicate to others improves communication. If your approach to others is erratic, this sends confusing and conflicting messages.
4. It's also valuable to repeat your important messages from time to time to make sure that they are received and understood. Also, having your instructions mirrored back to you helps when you're having a difficult time communicating with certain people.

In addition to the face-to-face communication skills, there are other skills that would improve communication abilities:

• Leaders should aim to spend more time listening than talking. This is an active, not passive process in which you try to understand the other person's perspective. Let your ears be the gateway to others' strengths and concerns.
• Leaders need to communicate clearly. Proper speech and grammar, along with easy-to-follow points are vital to your effectiveness. Seek help if this is a problem for you.
• Making presentations is part of being a leader. Being natural, using visual aids, and including humor are all part of good presentations. Rehearse with someone whose criticism you value.

Writing skills are another area that should be considered important to your development as a leader. Learning to write correctly takes time, effort, and a real commitment. The following are tips to improve your writing:

• Visit a library or bookstore to see the resources available. In addition, write whenever possible.
• Make note of the purpose and main points of your document before you begin to write it.
• Consider who will be reading what you write, what they know about the subject, and what you want them to do after they read the document.
• Avoid using phrases that make excuses, lack confidence, or suggest incompetence.
• Keep your language simple, use a minimum of jargon, or specialized words, and be as brief as possible.
• Reread what you've written at least twice and make whatever corrections or improvements you can.
• Have an assistant or associate review the document for effectiveness, clarity, and correctness before you send it.

Finally, you should learn to improve your awareness of what you communicate nonverbally.
People are naturally aware of your physical actions when they are contradicting or working against what you're saying. Tapping your pen out of nervousness, avoiding eye contact, or looking bored all work against effective communications.

On the other hand, you can use nonverbal communications to your advantage by relaxing, maintaining good posture, staying energetic, and directly addressing others. Videotaping one of your presentations can help you correct bad habits.

The continued success of your company is due, in part, to the effectiveness of your personal communication skills. Consider which of these skills would improve your abilities.

Retaining IT Project Professionals

Did you know that the average employee turnover rate in the IT sector is approximately 12.5 percent, and that it can run as high as 40 percent in the most severe cases? This high turnover rate can have an impact on the success of your IT project.

There are three main reasons why your company should implement plans to retain its IT professionals—in particular, those who work on your IT project. These three reasons are explored below.

1. IT professional shortage
Today's organizations are depending more and more on the qualified employees of their IT departments to help sustain growth and develop new products or services. Managers need to know how to acquire and retain these qualified IT employees.

With a continuing shortage of qualified IT professionals, and recruiters aggressively pursuing these individuals, it is becoming more and more important for IT managers to develop employee retention plans.

2. Project delay prevention
The loss of an IT project team member can cause serious project delays. It may take the organization months to replace the skilled employee, and then another several months to bring the new IT professional up to speed on the core aspects of the project he or she will be working on.

The loss of knowledge and experience that the IT professional brought to the organization can be especially relevant in the middle of a project. Time needed to train a replacement will put the project behind schedule, and products or services may not get delivered to customers as promised.

The time delay caused by employee loss also will negatively affect project plans, cost estimates, and deliverables. This could result in poor relations with the customer, something an organization needs to avoid.

3. Staff replacement cost
Staff replacement cost is another major factor in the quest for employee retention. The financial and psychological costs related to staff turnover can include:

• costs such as advertising, sign-on incentives, relocation, training, and recruitment fees
• daily cost of production losses for training that may take three to six months
• decreased morale and productivity of project team members due to excessive work hours while a new employee is trained.
  

With a shortage of IT professionals in today's global economy, the possibility of project delays, and the high cost of replacing employees, a plan to retain IT professionals and reduce attrition is essential to ensuring the success of your project.