Nothing destroys an organization’s ability to execute more than resource constraints. Yet so many executives claim, “Everything is important,” or, “We figure out a way to get it all done.” Leaders often make project prioritization decisions without considering all the resource demands. Overtaxing resources not only slows project progress, it leads to frustration, mistakes, and turnover.
Ultimately, organizations that assign qualified resources to plan and execute their most critical initiatives will have a competitive advantage.
IPM has assembled a detailed resource management framework to help measure supply and demand, identify resource constraints, and enhance project prioritization. It includes:
- The rationale for building a resource management competency
- Detailed steps to design a resource planning model
- Advice for putting the model to use within the project prioritization and portfolio management process
- A method for prioritizing initiatives using strategic criteria
- A case study of how resource management enabled a company to realize its strategic initiatives
Noe Dorantes, Director of Knowledge and Process Management, leads the IPM team dedicated to advancing the development and execution of organizational training, knowledge management, and program and project management practices. He has a background in aerospace, life sciences, healthcare, and consumer products, and more than 20 years of diverse leadership positions in operations, product, project, and portfolio management.