Unformatted text preview: ect decreases below a certain optimum time. That is, there exists a
project duration that results in the best performance of all resources. If the duration is shortened, it is often
necessary to pay premium labor rates as a consequence. Further, worker errors often increase, resulting in
costs for corrections, and productivity often declines. Studies have shown that if a knowledge worker spends
twelve hours of overtime on a job, the actual increase in output is equivalent to that normally obtained in two
hours of regular work.
In addition, if project work extends beyond an optimum time, costs increase because people are not working
efficiently. This relationship is shown in Figure 1-1.
Some senior managers believe that if enough people are thrown at a project, it can be completed in whatever
time is desired. This is simply not true, but the idea is the cause of many project fiascos.
www.erpvn.net Figure 1-1 Cost time curve. THE HUMAN SIDE OF PROJECT MANAGEMENT
Many factors affect the success of a project. How well was it planned? Was the problem well defined? Was
the deadline realistic? Experts agree that there are about ten principal causes of project failure. But what about
factors leading to success?
One of the key ingredients is having the right people on the job and managing them appropriately. Note the
two elements: having the right people and managing them appropriately. Both conditions are frequently
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EarthWeb is prohibited. Read EarthWeb's privacy statement. www.erpvn.net Fundamentals of Project Management
by James P. Lewis
ISBN: 0814478352 Pub Date: 01/01/95
Search Tips Search this book: Advanced Search Previous Table of Contents Next Title The Right People ----------- In many organizations, people are assigned to projects because they are available, not because they are
necessarily the right choice for the project. Any personnel manager can tell you that staffing should always be
done by first analyzing the requirements of the job, then recruiting the individual who best meets those
However, projects usually operate in a shared-resource environment. That is, the same employees are used on
all projects; when it comes time to start a job, whoever is available is assigned. In fact, pulling a person off
one project and assigning her to a new one because she is right for the new job will disrupt the first
project—which certainly is not desirable. Nevertheless, assigning the wrong person to a project just because
she is available makes even less sense. For one thing, it creates the illusion that the project is properly staffed
simply because a “body” is in the position.
Resource allocation is probably the single mos...
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