Executive's Guide to Project Management: Organizational Processes and Practices for Supporting Complex Projects

Senior Management Team Applications of the Complex Project Manager Position Family Profile

Figures 3.1 through 3.3 are of interest to the following members of the SMT for the reasons cited:

• Human resource directors. Your objective is to create and sustain an alignment between the skill profiles required by the projects and the skills profile of the team members. Your major responsibility is to keep the managers informed of the professional development plans of their staff as compared to the future staffing needs of the organization. More on that in Chapter 5, A Professional Development Model.
• Training directors. Your objective is to make the most effective use of your training budget, in keeping the supply of skilled staff in alignment with the demand for skilled staff. That will involve offering a training portfolio that supports the professional development plans of the staff.
• Portfolio managers. Your objective is to make best use of available staff resources in choosing projects for the portfolios. That will involve comparing staff resources over time against the project staffing needs over time to decide which projects can be staffed with available resources and which projects will have to be revised in order to be staffed. More on that in Part III, Improving Project Return On Investment (ROI) Using Agile Project Portfolio Management.

Meeting these objectives is difficult. In all three cases you will be aiming at a moving target and there are lots of variables whose values ...