Benefits of project resource planning & management | Overcoming the challenges | Implementing resource planning quickly and successfully in your project management environment
The issue of resource planning in project management is increasingly gaining importance – and becoming ever more complex. Why is this so? For one thing, it’s because generally the demand for suitable staff is greater than the supply currently available. Additionally, the list of required qualifications these people are expected to have is evolving ever more rapidly.
The complex challenges of resource planning can only be truly mastered by having the right processes and a professional IT solution.
Having both of these – proper procedures and a suitable tool – will certainly facilitate your work going forward. Within your company, it will:
- Enhance communication between the project managers and team leaders
- Optimally utilize the available resources
- Proactively identify any new roles and qualifications needed and find suitable candidates for these
Want to find out how to achieve these objectives? This article explains how. In the following sections, you’ll learn about:
- Benefits of Resource Planning
- Challenges of Resource Planning
- Fast Implementation of Resource Planning
- Additional Articles with Practical Suggestions
Let’s now take a look at the issue of resource planning as it relates to project management.Read this article in German
Definition: What is resource planning in project management?
Resource planning is a key element of project management. It ensures that a project has access to the necessary resources (staff, facilities, etc.) at all times. It is very closely related to the development of schedules and cost plans.
Why is resource planning important?
The goal of every company is to reach its objectives with as little effort as possible. “Resource planning in project management”, or simply “resource management” (we’ll use these two terms synonymously in this article), helps companies achieve this goal.
Knowing what resources are required for current and future projects help you plan more effectively. You can use the available resources more economically without overburdening them, and you can proactively procure any missing resources (think: skills) ahead of time.
1. What are the benefits of resource planning?
Here are some of the key benefits of resource planning in project management:
- More reliable planning: It’s easier to avoid bottlenecks if you identify your resource needs early on. You can also calculate and plan the availability of people with the necessary skills. Doing so provides greater reliability at all levels.
- Fewer overloads: Individuals and teams that are in high demand often suffer from an excessive workload, and having a clear overview of your resource utilization helps avoid this problem. This leads to greater job satisfaction and employee retention, as this linked article in German explains.
- Well-documented: If your project fails due to missing resources, having good documentation can help you prove that your resource planning made the best possible use of the available resources. It provides a valuable lesson for future projects.
Areas of resource planning in project management
TPG The Project Group, on the other hand, identifies only three levels in resource planning in project management:
Here we explore the differences.
Strategic resource planning / capacity planning
- Encompasses the long-term planning of staff qualifications and capacities
- Ensures that current and future projects representing the company’s strategic focus can be accomplished
- Identifies what resources, and how many of these resources, are needed for upcoming projects and general operations
- Identifies what resources must be procured and what competencies are missing. Someone – generally a portfolio manager – also needs to obtain up-to-date information from the project managers on what qualifications (skills) are currently needed and ask the team managers about the availability of people with the necessary qualifications.
Tactical resource planning / coordination project + operations
- Encompasses the medium-term establishment of project teams, which requires ongoing coordination between the project managers and team leaders on the availability of staff for project work and general operations.
- Team leaders provide project managers with the requested resources having the necessary qualifications for their projects.
Operational resource planning / work planning
- Encompasses the project manager’s ongoing detailed planning of the allocated resources to the individual projects at the task level
These tasks, and their interdependencies with regard to roles, are depicted in the following graphic:
After this brief introduction, we’ll now take a look at the challenges related to resource planning in project management.
Special Download: Resource Planning Software for the Roles Involved (PDF file)
2. Challenges of Resource Planning
There are substantial challenges to resource planning in project management:
- Those responsible are expected to provide the staff needed to handle the project. However, there are generally not enough staff available with the necessary qualifications for the specified time period.
- The team leaders and/or supervisors of these employees complain that they are constantly being confronted with new demands from operations and the projects. Handling both areas – operations and project work – is the challenge facing team leaders and their resources.
It’s never possible to completely resolve this issue, but there are ways to mitigate it, such as through having a strong Project Management Office).
Challenges of strategic resource planning / capacity planning
The goal of strategic resource planning in project management or capacity planning is to ensure optimum resource utilization based on the company’s goals and the product portfolio. It should also:
- Identify what resources, and how many of these resources, are needed for upcoming projects and general operations
- Identify what resources must be procured and what competencies are missing
How flexible your resource plans are will depend on the types of projects your company pursues. Prioritizing these projects as part of the project portfolio management is a key objective.
There are three types of projects:
- In-house developments
- Commissioned projects
- Organizational projects
How do these three project types differ in priority and what effect does this have on the required resources?
- Prioritization of in-house developments
With a portfolio of in-house development projects, you have a good starting point. The decision-makers themselves can decide when to launch a particular project. They can generally shape their own resource peaks. So, it’s their responsibility to make rational, comprehensible decisions when prioritizing the projects.
- Prioritization of commissioned projects
Clients can request, cancel, or approve a commissioned project at any time without prior warning. You are expected to deal with vague forecasts. Each client thinks they are king. If you are responsible for a sales pipeline like that, you’ll need to learn how to deal with uncertainty. You’ll need to keep an eye on the order levels when scheduling your resources.
- Prioritization of company projects
Internal, company projects should be treated the same as any client project. One advantage here is that fewer people are involved in setting the priorities. On the other hand, these internal projects tend to be the first ones to be postponed when resources are scarce.
Our tip: Determine early on which of these three project types you are dealing with. Doing so will help you understand which of the typical resource planning challenges you’ll face in managing your project.
Challenges in tactical resource planning: coordination between project / operations
Team leaders generally have the final word when it comes to allocation of the necessary project resources. Project managers expect team leaders to approve their resource requests as quickly as possible. This enables you to schedule these people for your projects. However, you also need reassurance that these approved resources will then actually be available when you need them. This helps minimize any changes to the plans later.
However, this can cause problems for the team leaders.
- The same team leader can be repeatedly confronted with requests from various project managers at different times.
- This makes it difficult for team leaders to have a sound basis on which to base their decisions.
- A new request today can negate an agreement made yesterday.
- Team members are often assigned tasks (such as operational tasks) in addition to their project work – which, in turn, affects productivity in the project.
Team leaders often deal with several project managers simultaneously. Project-related requests submitted to the team leaders must always be well-organized. Agreed upon, reliable processes and a fixed cadence for resource approval is essential for everyone involved.
Our tip: Get everyone involved to agree on a fixed schedule for the resource planning in project management. However, agree that in an emergency this schedule can be modified. This provides reliability and provides a better overview of the capacity utilization for the next 1-2 cycles.
Suggested related articles: Best Practices for Establishing Resource Planning Processes
Challenges in operational resource planning / work management
Project managers usually need the responsible team leaders to approve their requests for qualified employees. This was discussed in the previous chapter. The next issue is work management – who does what, and when?
In the matrix organization, the project manager has access to the allocated resources for the specified time period. The next step is for them to plan the required tasks – or, even better – have the team members plan these themselves.
In this case, the challenge is to regularly document the current status. This enables you, as the project manager, to clearly see what progress has been made and what still needs to be done. You need the right tools to do this.
Our tip: Create an IT environment in which the project manager’s scheduling tools and the team leader’s work management tools are integrated. This gives you the ability to easily compare the plans and the current status before any upcoming status meeting.
These are the challenges confronting all three levels of resource planning in project management for projects. Now we’ll take a look at how to implement resource planning quickly and effectively to successfully meet these challenges.
3. Implementing resource planning quickly and successfully
Effective resource planning is the main desire of most companies seeking to implement a system for managing their projects and portfolios. However, for project managers, the focus ‒ at least initially ‒ is usually on PM methods, processes, and tools.
Resource planning is generally an afterthought. This is because resource planning in project management is viewed as more difficult. Most people assume that, at least theoretically, good project planning is a prerequisite.
Resource planning is viewed as complicated because:
- Project managers themselves often find it difficult to know exactly who will be needed for which project and when
- It’s difficult to get an overview of which employees, especially internal ones, are actually available.
Depending on the problems you want to solve using project management, it might make more sense to begin with resource management instead. Project management can then be implemented in the second phase.
Special Download: 3 Important Points for your Tactical Resource Planning (PDF file)
If your primary objective is detailed project scheduling instead of resource planning in project management, then you should, of course, start with project management.
However, if your primary concern is gaining an overview of who is working on what and when so that these people can be allocated to the right projects and activities, then we recommend that you:
- First deal with the team leaders
- Then deal with the project managers
Our tip: If you need an overview of who is working on what and when so that you can properly allocate these people to the right projects and activities, then start with the solution for team leaders. Then deal with the project managers.
Our experience has shown that you can implement an effective resource planning program within approx. two months by adhering to the following strategy focusing on the team leaders.
This graphic illustrates the difference: developing a comprehensive resource plan with the assistance of the team leaders enables you to reach your goals much more quickly. The detailed – but overall incomplete – resource planning from the projects takes significantly longer.
Reasons for the differences in timing
What are the reasons for this dramatic difference in timing? Here are the key reasons:
- Implementing project management requires numerous additional processes and methods compared to tactical resource management.
- There are generally more project managers than team leaders. So, it takes longer to train all of them. It takes more time for project managers to prepare detailed project plans than it does for the team leaders to prepare overviews.
- Projects have a beginning and an end, but team planning continues month after month without any clear beginning or end.
- For short-term projects, it doesn’t make any sense to introduce a new system. So, only long ongoing projects and new ones are entered into the system.
For this reason, it takes many months for the numerous project managers to deliver the necessary plans and you to use these to finally get a good overview of the resource utilization. Keep in mind that this only includes project-related activities. Activities unrelated to projects are not included here.
So, there’s no way that you can get a complete overview of the resource utilization from just the project managers. However, you definitely need a complete overview. For a resource utilization overview to be truly useful, it must be complete! To get this, simply ask the team leaders.
Our tip: A resource utilization overview is only useful if it’s complete. Team leaders can easily provide you with this.
You can begin at any time by preparing a resource utilization plan for your own team. In it, you should note the absences and operational activities of your team members and provide at least rough estimates for every project.
Even without knowing all the details of each project task, you should be able to allocate a certain number of hours per month per person to the project.
Team leaders should be familiar with their employees’ duties and tasks
Team leaders should normally be aware of what their employees are working on. At a minimum, they should know:
- What project the team members are working on
- When they will be absent
- What else they are expected to work on
It’s more important to have a complete overview than a detailed one.
Without a good overview, team leaders will find it hard to explain why their team doesn’t currently have any capacity available in response to a new project request. Ironically, that’s generally one of the key reasons why resource management is even implemented.
To respond to availability requests, the team leader doesn’t need perfectly detailed planning. What is primarily needed is a complete overview of all the resources and their activities. If the team leader can give a relatively precise answer, this is significantly better than a wrong answer.
Making promises that can’t be kept regarding the availability of resources is a major mistake, but an avoidable one. This mistake sometimes occurs when tasks are accidentally overlooked in the capacity planning.
In addition, every team leader plan is subject to change – except with regard to vacations and a few regularly-scheduled meetings. This is because the plans are based on estimates.
This is the key difference:
- Would it surprise you to learn that one of the reasons employees have no time to spare is that they are working on things unknown to the team leader? That’s not good.
- Or are common tasks simply taking longer than expected? That’s easier to justify.
Developing a comprehensive resource plan
Don’t focus on developing a resource plan that’s perfect. What you really need is one that’s complete and therefore usable. You can later refine it bit by bit, by focusing on frequent, and increasingly precise, coordination with the project managers. After all, the team leaders themselves are responsible for the remainder. And soon in a real system.
Our tip: Start by preparing a resource plan that’s complete. Having this will help you plan better. Missing details can be added later to enhance its value.
The following steps show you how to work with the team leaders to implement it.
Get everyone’s buy-in by promoting the benefits
To convince team leaders of the usefulness of having a centralized system for resource planning in project management, you need to promote its benefits. These are:
- Decision-makers have an overview of the available resource capacities of all the teams. These are generally summarized. By “drilling-down” to see the capacities of each individual team, decision-makers can get all the information they need to make informed decisions.
- Team leaders get an accurate overview of the capacity utilization. This enables them to make the best possible use of their team without overburdening it.
- Project managers are reliably assured that the necessary resources will be available (in the matrix organization) and the delivery dates met for the end results (in a line organization).
Do some marketing to promote the implementation of tactical resource planning in your organization! Get the affected people involved. However, be aware that introducing resource planning also brings clarity and transparency, and that not all team leaders will like this.
It’s important that you coordinate this with the works council as early as possible. It could perceive this as unjustifiable surveillance of the employees. However, this should not be a problem because:
- It’s the team leaders who use this data, and these are the employees’ immediate supervisors.
- Enabling the team leaders to plan more effectively will help them make better use of their employees’ time.
- Less overplanning means less stress for the employees.
These clear advantages should be very convincing.
Our tip: Get those involved to advocate for the implementation of a solution for tactical resource planning and help them do this. Keep in mind that not all team leaders will welcome this new transparency.
Choose a team that is representative
Before implementing any changes, look around to see what worked well, and in which areas. What exactly have the team leaders planned so far?
Find out what methods have proven successful and which data has proven useful and use these.
Find team leaders to serve as advocates
Find a known, well-organized team, with a team leader who is willing to promote your endeavor. You need a template that can be used by everyone. Ideally, you’ll create this using a suitable team leader tool of your choice, and not first in Excel. Lead by example and show your co-workers how it’s done.
Determine the granularity of your planning
Define your plan’s granularity by week or by month. Quarterly plans are generally too imprecise, and daily too detailed. The granularity will depend primarily on the task duration and the planning intervals.
Do you want to plan by hours, days, or FTEs (full-time equivalents)? This depends on the scope of each task. Anything taking several hundred hours is probably better measured in days.
An hour is a clearly defined unit of time. What exactly constitutes a day, on the other hand, can be misunderstood by part-time employees. Using FTEs as a measurement is one solution, but this needs to be explained first.
Take each activity and assign it to a category
Use a separate line for each type of absence. In the simplest case, these are: Vacation and Other. Sick days generally can’t be included, and the works council keeps a close eye on this for legal reasons.
For each team, add the lines representing the general operational tasks affecting the most team members. These can be activities such as team meetings, professional development, presales activities, support, etc. These lines are maintained in the tool for all the team members.
Identify the specific operational activities that each individual team member is involved in. In contrast to the general operational tasks, these activities change over time. They shouldn’t affect the additional work done for a particular project.
Include projects involving your employees initially as individual line items. If you don’t have any usable planning data from the projects, then start with input from the team leader and team members in your first draft.
Just a reminder: Make especially sure that you include ALL the activities, and don’t worry so much about being overly specific in your resource planning. It’s more important to have a general overview of which projects are currently being actively worked on. It becomes complicated when for some projects the tasks are described in detail simply because the information is available, but others are completely ignored just because there aren’t enough details available.
The first step is to simply document everything so that you have a complete overview.
Our tip: Your top priority should be to include every activity, not have completely detailed information about each one. The first thing you need is a complete overview of all the activities. Otherwise, you’ll have an indefinably large gap in your plans, rendering them unusable for reliable resource planning.
The next step is then to establish a process for coordinating your plans with the project managers. This creates a better foundation for future processes.
Begin involving the project managers, one by one
Not all the project managers need to be included right away. They can be added one by one.
Some projects are coming to an end, so it doesn’t make any sense to develop detailed plans for them now. Some won’t start for a few more months. In both of these cases, it’s sufficient to have a rough plan because for some of these projects it’s too late ‒ and for others, it’s too early ‒ to prepare detailed plans.
However, it’s always a mistake to not plan something just because you can’t plan it as precisely as you’d like!
Involve other team leaders and collaborate with them on optimization
Present the results to the other team leaders and incorporate their feedback. After all, it’s important that every team leader understands how things are organized and accepts the granularity of the plans.
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Hold the first planning meeting
Before the process becomes established, it’s important that the team leaders involved become familiar with the tool and planning effort. Of course, you can also start by establishing the planning intervals and then proceed by adding information to the tool.
Experience has shown, however, that most organizations tend to take on more work than they can really handle.
So, it often makes sense to let the team leaders use the first round of discussions to gather experience. Afterward, you can define the update intervals.
For this reason, a good system must also be a simple one. It shouldn’t take a team leader more than two hours per week to update their team’s plans.
Creating the initial plan will take longer, of course. That’s because the users first have to familiarize themselves with the tool and how the plan is organized. Also, some of the information needed might not be as readily available as hoped.
It’s important to support the team leaders
Ensure that the team leaders receive the assistance they need. After all, you want their first experience with the planning to be a positive one and remain so. Some team leaders will need more support, some less.
It’s important to convince ‒ ideally, all ‒ the team leaders, right from the start, of the usefulness of using their own data.
Our tip: Ensure that the team leaders receive the assistance they need, especially in the first weeks. After all, you want their first experience with the planning to be a positive one without any difficulties. Continuously promote the advantages of working with your own data.
Possible tasks involving data maintenance
Specify the individual steps necessary to keep the data up to date. This includes entering information about:
- All the staff members and their capacities. Ideally, each team’s resources and their available capacities (as derived from their work schedules) have already been automatically entered into the system.
- All project-related requests for staff. This can possibly be imported from other systems.
- Absences and other general operational activities. This can possibly also be imported from other systems.
- All projects at the team level. This can possibly be imported from other systems.
- Individual operational activities of all the team members
- All approved project-related requests for the next three months (for example)
Set an initial schedule for updating the information
Choose an update interval that seems practical for you. You may want to begin with weekly updates. After just a few weeks, you could have the first consistent overview of all the teams and their current status. Don’t be surprised if there are overloads that haven’t been resolved yet. You’ll handle those as you go. The next step is to use the experience gained in the first iteration to define a planning interval that everyone can adhere to.
Introduce a coordination schedule
As mentioned above, we strongly recommend that you introduce a schedule of consistent, regular process cycles and make sure that everyone complies with these. Requests originating in the projects are generally spontaneous and subject to change, but team leaders can’t be expected to update their plans daily accordingly.
So, the important thing is to make sure that the plans are updated before the reporting date. This ensures that all of the team leaders and project managers involved are working with the same data if there’s a conflict regarding resources. That facilitates decision-making.
Be aware that resource planning in project management is never 100 percent exact. External disruptions often occur faster than you can update the plans.
Here’s how to implement the planning cycle:
- Identify all those involved in the process cycle (project managers, team leaders, and the PMO).
- Get everyone to agree on an acceptable cycle for coordinating the resources within your company. It’s better to choose a longer cycle if you are unsure so that everyone has enough time to enter the latest information.
- Ensure that a fixed amount of resources is committed for the current cycle and the next one. This helps ensure that capacity utilization remains constant.
- Assist the project managers and team leaders in entering their updated information by the target dates in accordance with the agreed-upon schedule. The entire current demand for resources always needs to be entered by the same target date.
- Use the updated project plans to coordinate the use of resources with the team leaders.
- Resolve any resource conflicts in a steering committee if these can’t be resolved by the project managers and team leaders. These must report to the respective decision-makers.
- In a multi-project environment, corporate leadership must beforehand set the priorities for strategic resource planning.
Suggested related articles: Resource Planning Processes
Normal operations and optimized team planning
As soon as you’ve gone through a few cycles and this has become somewhat established, you can begin optimizing it.
What’s the current outlook at your company?
- Has the new resource planning benefited people and are they aware of this?
- Do the team leaders, project managers, and decision-makers now have a better overview to use in making decisions?
- Is everyone able to update their plans on time?
- Are the coordination meetings successful?
Your plans may be too rough in some places and unnecessarily detailed in other places.
The objective now is to strike a balance between effort and benefit, and then begin optimizing. This can take weeks or even months.
You could even implement some technical interfaces. For example, to automatically synchronize it with capacity and absences data extracted from HR systems. Or you can automate the interfaces between project planning and team planning.
Introducing and optimizing the project planning
Until now, your resource planning has focused on the team leaders. That was the fastest way to gain a quick, complete overview. Now the focus will shift to further developing the project planning processes, methods, and tools. The PMO is responsible for doing this.
4. Further articles with more detailed information and tips on resource planning
Here are some additional brief descriptions of further articles on resource planning in project management.
- Capacity Planning in Project Management
This article explains the four key steps to introducing successful capacity planning These are, in short:
- Establish suitable processes
- Ensure that the project data is complete
- Collaborate with team leaders to determine the true availability of the necessary resources
- Summarize the requirements and capacities, and clarify any discrepancies
Two key prerequisites for successful capacity planning in project management are:
- An effective PMO that has the support of management
- A suitable software tool to provide accurate data on which to base decisions
One key takeaway from this article: Make sure you involve the team leaders in the capacity planning. Provide them with a suitable tool whose data can be exported to the project and portfolio management system. After all, team leaders must include ‒ and actually prefer to include ‒ other activities unrelated to the projects in their plans. One simple solution is often to export their data from Excel to a professional tool.
- Providing the right degree of detail and planning in resource planning
In this article, you’ll learn about the role of specificity and completeness in resource planning for project management. It’s more important to include all the resources yet only have rough estimates for each than to have exact estimates for only some of the resources.
You’ll also come to understand that not everything can be precisely planned, and why it’s important to accept this fact. It’s more difficult to keep plans up to date if they include too much detail, so people tend not to update them as often. The plans then become outdated and useless. Your plans should be as rough as possible yet as detailed as necessary.
One key takeaway from this article: The granularity of your plans should be in direct proportion to the desired usefulness. Progress from rough plans to more detailed ones but remember to make sure that they are always COMPLETE.
- Resource Planning Processes
This chapter deals with finding the best processes for ensuring good coordination between the project managers and the team leaders. These processes are independent of the organizational structure, and whether it’s a line or matrix organization. For both organizational forms, you should ensure that you’ve established a suitable process cycle. The team leaders can’t be expected to accurately respond to resource requests for next week multiple times each day.
One key takeaway from this article: Make sure that the commitments made for the current cycle remain as consistent as possible, and only change these if absolutely necessary. Doing so gives everyone involved a reliable basis for coordinating the use of resources. This also makes things easier to accomplish because employees can work uninterrupted for longer periods of time.
- The keys to successful agile resource planning
This article explains why tactful regular collaboration is the key to avoiding resource conflicts in project management. Both aspects ‒ tact and regularity ‒ are important: The first emphasizes the importance of maintaining professional conduct, even when there are disagreements. The second emphasizes the importance of maintaining a regular schedule of planning, coordination, and decision-making encompassing every project and resource.
In this article, you also learn about the primary ways of avoiding resource conflicts in traditional or agile project management.
One key takeaway from this article: Try to establish a fixed team that remains constant instead of frequently replacing team members for each project.
- Skills management – benefits, challenges, and applications
Competency management and skills management are an advanced form of resource management. This article discusses their primary advantages from a strategic and tactical-operational viewpoint. In it, you’ll learn why it’s better to request certain skills than specific individuals as it makes it easier to distribute the work evenly.
Introducing competency management is not so easy, however. Employees may have concerns about it. You may be able to address these concerns if the effort to document these competencies is accompanied by the development of plans for personnel development.
One key takeaway from this article: Team leaders should focus primarily on employees who don’t yet have (all) the necessary skills. This gives you more flexibility in your staff planning as you can build on this expertise through training, etc.
- Resource Planning Software Requirements in a Project Environment
The use of project plans for the planning of resources is increasingly being replaced by a combined plan involving the projects (rough planning) and operations (detailed planning). You’ll understand why after reading this article.
You’ll also read about several of the tools available to help the stakeholders best meet the specific demands made on them and how to integrate the diverse systems: decision-makers (project portfolio management), project managers (project planning / resource requirements), team leaders (information / resource commitments) and team members (work management / notification of completion).
One key takeaway from this article: Plan your resources as work packages and phases on a weekly or monthly basis instead of tracking such minutiae as individual processes and days.
- Good Reasons for Having an Optimum Resource Planning Solution
This article will give you a brief insight into anticipated trends in resource planning. In the course of the digital transformation, increasingly more people will be working on projects. This means that supervisors and their teams will need to develop strategic and tactical plans to handle this. Resource planning in project management will therefore grow in importance.
There are also good reasons for implementing a solution for handling the tactical resource planning between the project managers and the team leaders. You’ll find these helpful in your discussions with stakeholders such as team leaders, project managers, and decision-makers when implementing a truly functional form of resource planning.
- The SharePoint Solution for Resource Planning
With an easy-to-use tool such as TPG TeamManager Resource Planning in SharePoint, small companies as well as large enterprises have a complete overview of the resources available in every team and department. Your project managers and team leaders have access to a tool designed for their roles with complete transparency. Responsibilities and permissions for the planning data therefore remain intact.
Use the tool to get an excellent overview of the resource capacity utilization throughout the company, independent of a PM tool. Tracking the project manager’s progress in implementing a detailed project plan allows you to incrementally improve the resource planning.
- Resource Requests in Microsoft Project
In version 2016 and Project Online, a new feature was added to Microsoft Project: Resource Engagements. This feature provides a direct communication channel between project managers and the team leaders and/or department heads responsible for managing the resources. This article explains, step-by-step, how to use this feature to coordinate the use of resources between the projects and operations, and also the new feature’s limitations.
Please send us your feedback.
What has been your experience with resource planning in project management? Is there a critical success factor that you feel we have missed? Have these tips been helpful? Please let us know in the comment area below. We look forward to your feedback!
After earning his engineering degree in environmental technology, he gained many years of experience in project management through his work at an engineering office, an equipment manufacturer, and a multimedia agency. Achim Schmidt-Sibeth and his team have been responsible for marketing and communication at TPG The Project Group for many years now.
Johann Strasser (certified engineer, has been a managing partner at TPG The Project Group since 2001)
Johann Strasser Certified engineer, has been a managing partner at TPG The Project Group since 2001. After many years as a development engineer in the automotive and energy sectors, Johann Strasser spent a decade as an independent trainer and consultant in the field of project management. During his tenure, he also served as project manager for software projects in the construction industry and provided scheduling and cost management support for large-scale construction projects. At TPG, he applies his expertise in product development and consulting services for international clients. His special focus is on PMO, project portfolios, hybrid project management, and resource management. For many years now, he has shared his knowledge through presentations, seminars, articles, and webinars.