First things first: when referring to people in the abstract, I prefer words like "someone," "person," or "people." I dislike the word "resources," which, to me, evokes things like equipment, timber, and coalmines. OK. That's out of the way.
When team members have responsibilities to multiple teams, those teams all face risks. The unexpected happens. Priorities change. Schedules change. Time commitments cannot always be honored. We might try to schedule our efforts, but when team members belong to multiple teams, the plan and the reality are sometimes wildly different, even if the root cause of the trouble is elsewhere.
Here are four guidelines for sharing people more effectively than we often do.
- Front-load the activities of shared people
- Trouble sometimes arises in partner efforts. If resolving that trouble requires additional time from someone you share, you could lose access to that person. Moreover, even if the partner project goes smoothly, difficulties in other projects could result in schedule changes for the partner project, and the shared person might not be available at the time you scheduled.
- If possible, schedule your own efforts so that the work that shared people do happens early.
- Adjust effort estimates for interruption of flow
- During planning, when we estimate effort, we often assume that the person doing the work is doing nothing else. Since that assumption is invalid for people with divided responsibilities, and since juggling multiple assignments does have associated costs, our estimates tend to be lower than the actual time required.
- Make estimates that realistically account for the loss of time due to multiple assignments. When tracking actual effort data, track assignment multiplicity, too.
- Combine hours into the longest possible contiguous bursts
- To minimize Combine hours into the longest
possible contiguous burstslosses due to interruption of flow in the context of split assignments, combine hours of effort for each person into the largest possible contiguous chunks. Instead of one day per week for six weeks, schedule two days per week for three weeks, or four days in one week, and two days three weeks later. - You might have to negotiate with partner team leads, but when they understand the advantages of contiguous bursts, the negotiations are likely to be smooth.
- Avoid the "MS Project flat rate syndrome"
- Planners tend to use as weekly effort estimates for each person, the total estimated effort for each person divided by the task duration in weeks. Rarely does work actually proceed in this way. Even if it did, such a pattern maximizes the losses due to multiple assignments, because it maximally interrupts flow.
- Actual work is usually performed in bursts. Use your project planning software to schedule those bursts.
People with multiple assignments are usually less effective than they would be if they had only one assignment. And they might be called away at any time. Plan for it. Top Next Issue
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Related articles
More articles on Project Management:
- Films Not About Project Teams: II
- Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be
about project teams. Most are available to borrow from the public library, and all are great fun.
- Nine Project Management Fallacies: III
- Some of what we "know" about managing projects just isn't so. Identifying the fallacies of
project management reduces risk and enhances your ability to complete projects successfully.
- Long-Loop Conversations: Clearing the Fog
- In virtual or global teams, conversations can be long, painful affairs. Settling issues and clearing
misunderstandings can take weeks instead of days, or days instead of hours. Here are some techniques
that ease the way to mutual agreement and understanding.
- Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can
affect our ability to meet deadlines. How can communication help us get what we need from unresponsive
suppliers?
- The Planning Dysfunction Cycle
- Some organizations consistently choose not to allocate enough resources or time to planning for their
most complex undertakings. Again and again, they decline to plan carefully enough despite the evidence
of multiple disappointments and chaotic performance. Resource contention and cognitive biases conspire
to sustain this cycle of dysfunction.
See also Project Management and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming April 3: Recapping Factioned Meetings
- A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting. Available here and by RSS on April 3.
- And on April 10: Managing Dunning-Kruger Risk
- A cognitive bias called the Dunning-Kruger Effect can create risk for organizational missions that require expertise beyond the range of knowledge and experience of decision-makers. They might misjudge the organization's capacity to execute the mission successfully. They might even be unaware of the risk of so misjudging. Available here and by RSS on April 10.
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