Long Term Staff Planning

Involvement of the customer in long-term planning can help to build longer-term relationships with the customer. Long-term staff planning begins with some understanding of what the current workforce is doing, e.g., its current capacity. Standards are then developed that relate current capacity to performance standards. The process involves relating staffing levels and/or staffing mixes to standards for work and output. For instance, such a standard might define what a given level and mix of software certification engineers can produce, based on past history, e.g., five engineers are supporting three concurrent product development projects with an average turnaround on software certification documents of three weeks.

These standards are used to estimate what various alternative staffing levels might produce in the way of more capacity to produce certification documents sooner or produce more such documents in a given period of time. The issue in this case would be to see what new staffing levels would be required to put out twice as many software documents in the same three weeks.

The more immediate workforce decisions are made on the basis of schedule conflicts created by current scheduling impacts on the current workforce. Whenever a current conflict is created by current and planned schedules, program managers are expected to collaborate to resolve such issues or bring them to management.

Good workforce planning involves the staff themselves in the planning process. Providing team members with information on assignments helps to give them ownership on key project issues such as task interdependence and resolving resource conflicts. It also allows them to assist in estimating levels of hiring necessary to raise the capacity to improve performance to various levels to meet future demand. To provide access, program managers provide information from the central resource pool to all staff, reflecting assignments for all scheduled programs to team members. If staff confirms that these resource plans accurately reflect the work actually going on and anticipated, that would tell the manager that he or she is on the right path in the scheduling process. Positive staff reaction to getting this information would tell the manager that staff needs more information on expectations and assignments than they are getting.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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