ABSTRACT
Previous discussions have outlined the general life cycle of projects and generally described the types of activities that have to be accomplished in that life cycle. In this section, the focus is on how to allocate the technical and process skills to support getting the job accomplished. The first item to recognize is that for a project of any size, the combination of knowledge and skills will not reside in a single organizational functional group through the life cycle. During the early phases, the requirement focuses more on WHAT is to be done and this evolves into HOW the various work activities will be performed. To accomplish this, various skills are required at different times through this process. So, we have to recognize that it will normally not be the most efficient use of HRs to allocate a fixed complement of individuals to the project for the duration. This can be done for a core portion of the team, but not for the total resource picture. This suggests that the typical project then has an organizational problem built around moving appropriate resources into and out of the effort according to some approved plan. Also, these resources will be used in other initiatives, so that there is also a broader organizational perspective to this problem.
