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Resource Management Warning Flag 1 – Frequent, Inaccurate Resource Needs Estimation
All organizations face the dilemma of limited resources. Some organizations, through the use of deliberate work prioritization and sound resource needs estimation, ensure their resources are appropriately allocated to maximize the organization’s overall value. In other organizations, however, there exists an adversarial relationship between seniors and subordinates that results in inaccurate resource estimation and subsequently diminishes the overall value the organization is capable of producing.
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Additional Resources
StrategyDriven Contributors recommend the following resource as a guide to the common methods used to estimate resource needs for an activity or project:
A Guide to the Project Management Body of Knowledge, Third Edition
by the Project Management Institute
About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Complex decision execution, whether seeking near- or long-term results, often stimulates action involving many of the functional business units within an organization. These decisions may mobilize procurement personnel for material acquisitions, human resources specialists for contractor in-processing, finance personnel for debt restructuring, or any of a number of other functional organizations for the performance of core business activities.
Too often, organizations biased to action move forward with projects and initiatives before defining the results to be achieved. This shotgun approach resembles the marksman who shoots, shoots some more, and then aims. And like the marksman who doesn’t first aim, the organization may or may not achieve its desired goals. Even if the goals are met, it is likely that many of the activities pursued contributed little or not at all to the organization’s goals; ultimately, wasting precious time and resources.
Effective decision-making provides the organization with a unified direction aimed at achieving a primary objective and possibly one or more secondary objectives. Regardless of the decision’s complexity or its immediacy, the probability of achieving a successful outcome is directly related to the organization’s ability to execute the decision in a deliberate and focused manner. It is for this reason that decisions and direction for their execution should come from one individual.
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