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Resource Management Best Practice 5 – Staggering Project Starts
The spike in demand for consultants, services, and products around the first of the year (or in the government’s case the beginning of October) appears to be a natural part of the business cycle. The fact that there is an onrush in spending, however, suggests the existence of an artificial driver. Truth be told, it’s the time of year when many companies replenish their budgets and subsequently start or restart their projects – all at the same time. And while there may be a certain logic to this occurrence from a dollars and cents perspective, simultaneously launching so many projects challenges the organization from a human resource perspective, namely, that there are often not enough people within the organization to staff all of these projects at the same time.
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Project managers know successful projects establish and maintain a balance between the elements of scope, time, and cost. Adding to or depleting any one of these elements necessitates a compensating change in one or both of the other elements; the integrity of the project management triangle being maintained.
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and President of Enterprise Information Insights, shares with us his insights and illustrative examples regarding:
Robert Wysocki, author of 
. To read Robert’s complete biography, 
Changing circumstances and constrained resources challenge the on-time, on-budget completion of every project. And in the real business world, some projects incur significant scope changes and others will fall behind schedule.
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