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How to Get More Resources

Dear Elizabeth:

I’m currently running a large project that’s a mess. We’ve lost team members, the customer has asked for more features, and now we’re scheduled to go well over our deadline. I’ve had endless conversations with my manager about the need to add more people to the project—I’ve even shown her my resource workload report. For some reason she won’t budge. How do I convince her that adding headcount is in the best interest of finishing this project—and our business? –Frantic

Dear Frantic:

Oh, I’ve been there. I feel your pain! A good way to do it is to stop talking about people and start talking about money. It feels like a no brainer to add a $30k project coordinator resource to a project that will deliver $1m of benefit every year because if you can deliver faster, you get the benefits faster.

Large projects tend to have significant benefits, either tangible or intangible, so you might have a better argument around increasing resources than people working on smaller projects. If your project has no financial benefit, it still might have a significant risk. For example, how would it sound if you could add a $30k developer to the team that would help prevent you from incurring a multi-million dollar regulatory fine? Even projects that are being done for legislative or compliance purposes have a financial spin that you can put on them.

Failing that, you might have to put the project on a Red status. Red typically draws management attention, and you’re doing the responsible thing of flagging the point that you do not have the ability to deliver on time. You could enlist your customer in putting pressure on your manager if that’s appropriate.

By the way, just because a customer asks for more features, you don’t have to deliver them in the same timeframe. Customers – internal and external – will often try to get more work done in the same time, thinking that your resource is elastic. They’ll know that isn’t truly the case and could be sympathetic to you needing more time if you can’t get the extra hands to help.

Every month, project management expert, Elizabeth Harrin, fields readers’ questions about the challenges, risks, and rewards of project work on the LiquidPlanner blog. This selection is used with permission.


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Elizabeth Harrin
Written by Elizabeth Harrin

Elizabeth Harrin, MA, FAPM, MBCS is Director of Otobos Consultants Ltd, a project communications consultancy specializing in copywriting for project management firms. She has over fifteen years’ experience in projects. Elizabeth has led a variety of IT and process improvement projects including ERP and communications developments. She is also experienced in managing business change, having spent eight years working in financial services (including two based in Paris, France). Elizabeth is the author of Shortcuts to Success: Project Management in the Real World, Collaboration Tools for Project Managers and Customer-Centric Project Management. She also writes the award-winning blog, A Girl’s Guide to Project Management. You can find Elizabeth online at GirlsGuideToPM.com or on Twitter @pm4girls.

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