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How Program Management Solutions Stop Work Hoarding, Improve Delivery

By Ian Needs | Small Business

Hoarding work—particularly for companies in the services sector—is part of the nature of the corporate animal. In organizations where a team is evaluated on numbers of billable hours, nobody wants to give that work up, even if it’s in the best interest of the company. Having the information that helps program-level professionals realign resources and overcome territorial thinking means less downtime, faster project delivery, and more profit.

How Program Management Solutions Stop Work Hoarding, Improve Delivery image hoarding 300x199How Program Management Solutions Stop Work Hoarding, Improve Delivery

You can’t get back that week where your West Coast team was underutilized because their counterparts on the East Coast were overbooked and didn’t want to say so. The East Coast team’s actions are totally understandable. They want to stay busy and justify their importance to the organization.

Resource usage across the entirety of the corporate organism isn’t their concern. This is why a program-level project office, divorced from the turf concerns of departmental or regional teams, is so important.

Having a collective view of all your resources is the first step to maximizing those resources. In the past, program-level project people were reliant on cobbled-together solutions that involved lots of emails, phone calls, and trying to reconcile a composite view from multiple solutions (Sharepoint and Microsoft Project, for example). This could be a second career unto itself.

Now tracking project resource pitfalls from any number of interconnected projects is a one-view proposition. This means less time spent tracking down the critical data and more time making better decisions—like how to better allocate a project to Team B when Team A won’t be able to start it for six weeks. You’re the conductor of both high- and low-level project data that gives you the vision and authority to put the work where it can be done best. This includes seeing individual cost impact, for example, assigning a lower-level team member for a project that doesn’t require senior-level billing time. You’ve opened the door to cost savings, better margins and quicker delivery times.

You’ll also have a clearer picture of revenue one month out, two months out and even farther. While the East Coast team from our earlier hypothetical scenario may feel their turf is threatened, your clients will appreciate the faster delivery as idle or underutilized team members are put to good use. Because after all, better project performance across an organization means better relationships and more profit. That’s something that anybody would like to share.

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