Trends And Emerging Practices In Project Resource Management
In my previous article, I have talked about some of the facts that you need to know about Project Resource Management. In this article, I want to talk about some of the trends and emerging practices in project resource management. Follow me as we will look at that together in this article.
Project Management styles are shifting away from a command and control structure for managing projects and moving towards a more collaborative and supportive management approach that empowers teams by delegating decision making to the team members.
In addition, modern project resource management approaches seek to optimize resource utilization.
Trends and emerging practices in project resource management include:
#1 Resource Management Methods
Due to the scared nature of critical resources, in some industries, several trends have become popular in the past seven years. There is extensive literature about lean management, just-in-time manufacturing, Kaizen, total productive maintenance theory of constraint, and other methods. A project manager should determine if the performing organization has adopted one or more resource management tool and adopt the project accordingly.
#2 Emotional Intelligence
The project manager should invest in personal emotional intelligence by improving inbound, that is , self-management and self-awareness and relationship management competencies.
Research suggests that project teams that succeed in developing team Emotional Intelligence or become an emotional competent group are more effective . Additionally, there is a reduction in staff turnover.
The increase in using agile approaches mainly for the execution of IT projects has given rise to the self-organising team, where the team functions with an absence of centralised control.
In projects that have self-organising teams, the project manager role provides the team with the environment and support needed and trust the team to get the job done. A successful self-organising team usually consist of generalised specialists, instead of subject matter experts, who continuously adapt to the changing environment and embrace constructive feedback.
Virtual team/Distributed teams: The globalisation of projects have promoted the need for virtual teams that work on the same project, but are not co-located at the same site. The availability of communication technology such as email, audio conferencing, social media, web-based meetings, and video conferencing has made virtual teams feasible.
Managing a virtual team has unique advantages, such as being able to use special expertise on a project team even when the expert is not in the same geographic area, incorporating employees who work from home offices, and including people with limitations or disabilities.
The challenges of managing virtual teams are mainly in the communication domain, including a possible feeling of isolation, gaps in sharing knowledge and experienced team members, and difficulties in tracking progress and productivity, possible time zone difference and differences.
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