If you are thinking about how to become a project manager, you can find a lot of tips. But any instruction from the project manager will include many items for managing the project team.
If your team is overloaded with tasks, their productivity can be reduced, and as a result, they become dissatisfied and offended. To avoid overdrafts in the work of staff, caused by really high intensity of work and conflicting tasks, which in turn reduce the moral climate in the team, workload management must be organized. And it cannot exist without proper allocation of resources and identification of those problems, the solution of which will allow for optimizing the management of resources and their loading.
The definition of the resource allocation sounds like scheduling work and assigning the resources needed to complete each job within the limits on resource availability and the project time frame.
Resources usually include personnel, tools and equipment, technology and machinery, real estate, natural and financial resources. The purpose of resource allocation is to select the options for their use that ensure maximum efficiency and achieve the goals of a particular project and the company as a whole. It is impossible to find the answer to the question “How to become a project manager?” Without knowing the basics of resource allocation.
Within this article, resources are more understood as people, and load management refers to the correct distribution of tasks between them to achieve optimal project results.
Basically, a digital project manager is that person who coordinates the customer with the whole team that works for him. He must have a clear understanding of how to manage the work of every team member and help him if it’s necessary. And in any case, only he is responsible for any troubles.
What problems or tasks does the client have? What does the client expect to receive upon completion of the project? By answering these questions, you will be able to determine the boundaries of the project and the scope of work, which is the starting point for starting the formation of a project plan. A person who knows how to become a project manager, primarily focused on the needs and requirements of clients, takes into account the views of all stakeholders.
When does the customer wait for the project to complete? A clear fixation of terms helps to delineate the time limits within which the project must be completed, which subsequently determines the maximum duration of each phase of the project.
How many people will be needed for the project? Which specialist is better suited for each specific task? Is it possible to attract them right now? If not now, then when? How much work can you assign to each particular specialist?
Determining which employees can be included in the project team and to what extent they can be loaded with the project tasks of each of them without compromising quality and within the agreed time frame is an important factor in the success of subsequent planning. After that, you can start building a “people-task” compliance matrix to maximize productivity and resource efficiency.
Gary Chin, in her presentation on the Accidental Project Manager, lists three things that are necessary for scheduling work: a task list, a duration, and a sequence.
Once you have decided on all of this (for example, I will need a group of 10 people, divided into 2 subgroups of 5 employees to work on the development of the external interface and the Internet portal administration system, respectively, so that the work can be completed in 3 months, which corresponds to the wishes customer) and brought this information to your team, you can proceed to the actual allocation of resources in the following order:
Delegation is perhaps the most important thing a project manager does. First, you need to determine which experts will best cope with the performance of a particular job, then check their availability and get them into the team as soon as possible. This is an essential step to understand how to become a project manager.
Maintaining documents, such as schedules, schedules, reports on progress and status, etc., is an important part of the organization’s overall document management system. It is important to have the project documentation in a current, presentable form, convenient for all members of the project team to use it effectively for the project. This not only reduces the likelihood of confusion but also creates the conditions for a more qualitative analysis of the entire project and individual processes. If you have your instructions for the project manager, but this item is not in it, then it should be added there.
Successful maneuvering in project management involves the use of cross-checks as one of the techniques to improve the management of the whole workflow. It is necessary to constantly compare the planned and actual time spent on performing critical tasks. You need to constantly check, reevaluate and update plans following the actual effort expended as the project progresses. It is especially important to follow this principle in large teams, where the large-scale processing of some employees against the background of the weak workload of other team members, as well as periods of stressful activity with several periods, can become the norm.
Effective project management implies an efficient resource allocation. But as soon as resources are tied to specific tasks, your area of responsibility moves in the direction of load management. It is important to have good strategies and tools at your disposal to avoid conflicts and difficulties and that the project is carried out by non-congested employees with maximum productivity.
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