Published here March 2007.

PART 1 | OT: The Planning Process: 1 | OT: The Planning Process: 2
OT: The Planning Process: 3 | OT: Who is Really in Charge? | OT: Availability of Resources
OT: Application of PRINCE2 to Projects: 1 | OT: Application of PRINCE2 to Projects: 2

Original Text: Availability of Resources[22]

In discussing the development of the project schedule, the "Hints and tips" section suggests that when the project manager has discussed the availability of resources with line managers, "any agreement reached with them should be documented immediately."[23] That's all very well, but for the unwary, the reality is typically as follows. When the designated people are needed for the project they are not available perhaps because the project schedule has slipped, or because their schedule has slipped, they are already over-committed, or because management elsewhere has assigned them new and higher priorities.

Colin Bentley:

This seems a general project problem, rather than one specifically for PRINCE2. At least PRINCE2 tells you to get the commitment and document it. PRINCE2 also gives the Project Manager the facility to add the agreed assumption that the project will get these resources to the plan's annotation. If the resources are not there when required, the Project Manager is entitled to raise an Exception Report against the Senior User or Senior Supplier who isn't providing the agreed resources. If the problem is caused by plan slippage, one of the things that a Project Manager should do is to look at the knock-on effect and tell managers that there will be a delay in requiring their staff. Surely this is all a normal part of revising a plan? PRINCE2 covers all this through the sub-processes CS2 and CS5 (plus CS7). At least it doesn't ignore the possibility. Do you see other methods with a built-in way of avoiding plan slippage?

Max Wideman:

Agreed. Good point.

OT: Who is Really in Charge?  OT: Who is Really in Charge?

23. Ibid, p188
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