Have you managed a project in a matrix organization where your resources were pulled for another project? 

We’ve all been there!  But how many have worked a project without knowing who your resources will be, when they will show up, or what their skills are?  

The HFH Project Managers manage this every day!  Warren Burger (member), with approval from Betsy Whitney, Director HFH, is helping HFH apply PMI techniques to better manage the triple constraint – time, cost, scope (fixed), and resources.

TIME AND SCOPE

According to Brian Clark, HFH Project Manager, the new construction schedule was initially the most lacking.  They were not able to give contractors enough notice of when they’d be needed.   Starting with a comprehensive checklist, Warren helped Brian create a WBS and move the dependencies from his head into MS Project.  This helped Brian reflect reality so work flowed like on the job site.   Next, Warren suggested they add lag times and committed dates to the schedule.  This allowed Brian to more accurately plan for sponsor deadlines.  Donors often sponsor a house, but this requires lead time for both HFH and the donor.  Sponsor deadlines are often associated with a photo opportunity and press coverage as walls of the new house are being stood up.  For his part, Brian has several months of work to complete before the walls can go up.   Planning is essential.   

In addition to construction activities, Brian must account for all tasks required to make the house “ready” for the new homeowners.  What is “ready”?  This is driven by local building code, but often includes all the interior work, landscaping, and paving a driveway.  Scope is not negotiable; the homeowners should be able to move in immediately.

Brian is also in the process of identifying the WBS for a “refurb.”    This is where HFHRV refurbishes an existing, often run-down, house.  HFHRV is considering more of these because available land in Roanoke is increasingly difficult to find. 

RESOURCES

The HFH resource base is composed of skilled and unskilled help.  They primarily rely on subcontractors and their Builders Club, long time volunteers who come out every Wed and Sat as available.  The general volunteers are usually unskilled and not consistently available. 

Steve Hammond, Volunteer Coordinator, must work with the Project Mgrs to match available volunteers to the work.  In the past, the Project Mgrs gave Steven about 2-weeks notice before they needed resources.   This, however, was not always enough notice to schedule a volunteer group.  Typically, volunteer groups work for a full day, starting 8am through mid-afternoon. 

Warren and Brian are planning to assign tasks in MS Project to a category of resource – subcontractor, Builder’s Club, or volunteer.  This will allow Brian to run resource reports and give Steven 3-4 weeks advance notice. 

WHAT'S NEXT?

Brian has entered 4 “new build” schedules in MS Project.   He and Warren will begin generating resource reports that can help Steven schedule volunteers.  Warren will then begin working with Steven to define and categorize the volunteer resources. 

WHAT'S HAPPENING - Saturday, July 18th?

The 2nd Annual PMI-SWVA-HFHRV Volunteer Day!