Chapter 4
Project Manager, Business Analyst, Business Process Professional, and Information Technology Professional Integration
First some observations from my consulting experiences. I don't know of any organization that can truthfully claim to:
- Have consciously developed a cadre of skilled professionals that can continuously meet the staffing needs of the complex projects proposed for their portfolios
- Have a human resource management system (HRMS) that effectively assigns their cadre of skilled complex project team (CPT) professionals to projects (software vendors take note!)
- Sustain an alignment between its cadre of skilled CPT professionals and its strategic plan
- Build balanced project portfolios while effectively using available human resources
The sad situation described above is unfortunate but true. If my list describes your organization, your SMTs will have a difficult time managing the complexity talked about in the IBM report mentioned earlier. My objective in this chapter is to begin defining the human resource infrastructure and processes you will need and to set the stage for addressing the problems reflected in the above list. Understand that the tasks before you to correct this situation will not be easy. What I am going to propose will be a challenge to implement. You might want to think of it as a goal to converge towards but not necessarily attain.
In practice I frequently observe two behaviors that are very unsettling. The first is that availability seems ...
