We are organizing our projects in an effort to start prioritizing them all and staffing up the most important. We are collecting existing projects and resources available to work on projects. The head of R&D seems to be playing the system by not listing his projects as cross-functional and withholding all his resources to work on these 'Internal' projects. Any ideas on how to deal with this?
Resource Hog in Oakland, NJ
Dear Resource Hog,
First of all, congratulations on reaching the PM maturity level where you are actually prioritizing projects. Many companies don't ever get there.
You describe a pretty common problem when companies get to that point. V.P.s and Directors get nervous that this process will slow down their pet projects. Why? Because they are probably not that important to the overall business. They are draining resources away from more important projects. You have to be tough.
The key champion of his prioritization process needs to firmly state the following:
- This company does two things:
- Ongoing Operations which provides the money to bring profits to the organization.
- Projects which represent an investment in the future so that the company will make even more profits when these projects are complete
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