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based on their expertise and accreditation. These engineers are placed in a pool and are assigned to a project as needed by the project manager. Assigning means they are attached to the project and are not available to be used on other projects, unless the PM agrees. The project manager directs all the activities that need to be done by the engineer for the project.
However, administrative issues (vacation, reviews, and sick days), will still need to be addressed. In order to not take time away from the PM (and thereby take away time from the project) an administrative manager is used. Often this administrative manager (also called a resource manager) will support a group as large as 100-150 engineers. This resource manager will track vacations, sick days, time entry, etc.
In addition, there are three main areas besides administrative the resource manager addresses and this where they really add value to the organization. 1) Is determining when additional resources need to be added to the team and 2) when skills of existing resources need to be upgraded and 3) when new skills need to be added (e.g. social media consultants/engineers) to the current set of resources. The resource manager forecasts resource requirements based on current project load and sales that are in progress to determine when additional people are needed. The second area is addressed when the resource manager solicits feedback from the project managers and sales teams to determine if the skills set of the current engineers are adequate for the current projects and expected future projects. This feedback is used collectively to analysis the skills set of a particular type of contained within the service. In addition, the deliverables of the service are created and responsibility for the individual deliverables is determined (i.e.engineering, project manager, operations, etc.).
Templates are created for each of the deliverables.The sales and delivery process for a service organization would be established as follows:
The sales team identifies an opportunity and as the deal is qualified, brings in a person that has delivery responsibility for that type of project. This person would be responsible for signing the contract along with revenue responsibility and project Profit and Loss (P&L). They are responsible for the entire project. Often in organizations this person is known as a Practice Manager or a Principal Watch video : But the sales team doesn’t just hand off the opportunity to a Practice Manager. Jointly sales and delivery make the sale. The sales team has be integrated with the delivery team with clear lines of the responsibility so the SOW gets created in a timely manner and all the necessary areas are addressed. Every resource needs to be aligned to and have ownership in success of a project
Compensation for all involved parties has to be tied to successful completion/operation of a project, which means the project is profitable. The compensation package for sales cannot be based strictly commission on the sale of a service. A large part of the compensation has to be successful delivery of the service, whether the project is a 3 month deployment or a 3 year outsourcing deal. By paying compensation over the duration of the
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