1hr. 30min.
A8.KCI-5. Monitor resource usage
Agreed is agreed, but reality and agreement still sometimes differ. Certainly when resources have been assigned on a part-time basis, you run the risk that someone works less than specified in the schedule. Furthermore, working part time results in a certain inefficiency (it is a form of multi-tasking).
There are different ways of keeping track of the assignment:
Ask how much time someone has spent during the last period.
Study the time sheets.
Keep track of the actual progress.
It is useful to come to agreements with the team members about when they will deliver certain results. Ensure that they (at least emotionally) enter into a commitment with you to deliver the results, and in that case, it does not matter too much if they spend less time than planned, as long as they deliver results (on time).
The S-Curve is a useful tool for keeping an eye on whether or not the allocation of resources is line with the agreement (the dotted curve). Next to the curve for the planned allocation of resources, you now also include a curve for the actual allocation (the continuous curve).
CHECK THE PLANNED AND ACTUAL PERFORMANCE PER TEAM MEMBER
You regularly check (the control cycle!) to what extent the team member is working according to plan. In the event of deviations, you discuss this with him by using the appropriate leadership style.
The good thing about projects/programmes is that it is easier to take people off the project/programme than it is for a line manager to fire someone. A question you have to regularly ask is:
If I could do the selection for this person again, would I still take him on?
If the answer is NO, you have to replace him, and this is one of the luxuries you can allow yourself. If you were to keep someone like that, it would almost always have a negative impact on result, and nobody is so indispensable that a replacement cannot be found.
6. MAINTAIN CONTACT WITH THE RESPONSIBLE HR PERSON
In a matrix organization, this can be the resource manager, or if you are working with a consulting firm, the account manager. Never forget that you are one of the few links between the team member, who is working on your team, and his line manager, who in turn should be interested in:The development of his employee.His personal performance.Possible issues or problems.Illness and other domestic circumstances.
7. This information often is hard to come by for the line manager, as the team member is carrying out the majority or all of his work for you. It is good practice that, around the time of the annual appraisal, you provide the line manager with input. We do have to realize that this usually has a positive tint, because it will not do you any good, if the team member loses his motivation, due to a bad appraisal which is based on information you provided.
8. DISCHARGE THE TEAM MEMBERS PERSONALLY AT CLOSE-OUT
In the same way as you spoke with the individual team members at the start, it is good professional practice to hold an exit interview with each of the team members. This can, of course, also be carried out by the sub-project leaders, and is dependent on how intensively you have worked with a certain individual. You can also do it together with the sub-project leader.
The following points are addressed in such an exit interview:
The performance, and points for improvement.
What you both think of how the project/programme went.
The performance of the team member.
Your performance.
Then you need to end the allocation of the team member formally, and forward your conclusions to the line manager.
Application
You can convert the above into actions on the project/programme/portfolio for which you are currently responsible, by carrying out the following steps:
Use a systematic approach to evaluating people.
Look for opportunities to develop their competences.
Address a shortage of skills to their manager.
