According to Wiki-teamwork, 70% of projects tend to fail: missed deadlines, exploding budgets, frustrated and unmotivated teams... The Pulse of the profession 2018 study from the Project Management Institute (PMI), points the finger at 3 major culprits: changing business priorities during the project (39%), changing project objectives (37%), as well as a multitude of unsuitable requirements (35%).
Statistics that are hard to live with... but that can be overcome! At Napta, we have put together several best practices that are worth applying during your project planning. With our tips, your projects will have a 99% chance of going smoothly! 😊
Dealing with the unexpected means getting out of denial and accepting that it will happen during your project. Any manager assignment will tell you: no matter how well you work with the best elements and talents of the company, no team is safe from a slowdown, from a blunder. Sick leave, an absent supplier, misunderstanding of an order... There are many reasons that can delay a project and put your project planning in difficulty.
The person who wears the hat of the assignment manager has no choice: he or she must plan, plan and plan again .
The first objective of the manager assignment, even before building the devices, is to take stock of the means allocated to him to carry out the project planning. To be well equipped is to put all the chances on one's side to communicate with all the stakeholders and to make sure to be able to face any slippage or unforeseen event.
Your assignment tool, whatever it is, must allow you to :
Good project planning requires the manager assignment to deal with the expectations of the employees and the needs of the managers.
The manager's mission is tobe the eyes and ears of the manager assignment. As soon as he or she is made aware of an unforeseen event, he or she must alert the manager by, for example, making a request for a change to assignment quickly. The manager therefore has an essential role: that ofalerting and limiting damage in the event of an unforeseen event, so that the manager can intervene quickly in the project planning. As a result, he or she must have more visibility on the resource pool, as well assuggest a solution to the manager assignment.
For his part, the assignment manager must have a telescope in his pocket, so that he can always keep an informed eye on the projects in progress. Thanks to this global visibility, he checks the progress of each step of the project, the occupation rate of each collaborator over the weeks and months to come, to avoid an imbalance (over-staffing the same profiles for example). He/she must be meticulous as to the distribution of the assignment workload on a position, a grade, a BU, a skill... to find the best solution for assignment.
The assignment manager must therefore have access to forecasted data updated in real time on the load and the positioning of employees. He thus gains in flexibility, being able to take a fast decision. Moreover, access to this data allows to limit the risks of a bad decision, taken on the basis of erroneous data.
For example, it is not uncommon in the world of assignment for a collaborator to be unable to continue his or her missions on the current project. The assignment manager may, due to a lack of information or errors, bring in a new employee and include him or her in the project plan. However, the latter is sometimes not available either... The risk? A conflict situation, a cascading slippage... for a project in bad shape. 😔
Successful contingency management is, above all, a contingency that makes little fuss! The role of the assignment manager is to make it go unnoticed, without a storm, by team members and clients. He must adopt a positive attitude when planning the project, in order to reassure and galvanize his teams on a daily basis. If the project starts to take an unexpected turn, we recommend that managers assignment :
It is possible to carry out a project from start to finish. But to succeed in a project without a single unforeseen event is a miracle. The most difficult part of project planning is not to meet deadlines, or to keep your teams motivated. The hardest part is not necessarily dealing with the unexpected, butlearning to deal with it. It is imperative that the assignment manager keeps his optimism and flexibility in his management of assignment, in order to lead his teams on all projects.