项目研发环境下的人力资源配置（含模型和数据）

Humanresourceallocationinamulti-projectR&DenvironmentResourcecapacityallocationandprojectportfolioplanninginpracticeMHAHendriks,BVoetenandLKroepPasteurlaan67,5644JB,EindhovenTheNetherlandsIntheirstriveformoree€ectiveusageofscarceresourcesR&Dorganisationstendtoseekthesolutioninforecastinginmoresplicedtasksandbyallocatingthemostskilledpersonforsuchasmalltask.Togetthisdonetheaidofsophisticatedprojectmanagementsoftwareisevaluatedonthepossibilitiesofcouplingthese®neday-to-daytaskstotheprojectportfolioplanaspre-sentedinthebusinessplan.DuringthestudybytheauthorsofthisarticleonhowtooptimiseanexistingresourceallocationprocessinalargeR&Dorganisationitwasfoundthatabreak-throughintheallocationmethodcouldbemadebyintroducingtwoindicators:namely,thepro-jectscatterfactorandtheresourcededicationpro®le.Bygivingattentiontotheseindicatorstheresourceallocationprocesswassigni®cantlysimpli®edand,themostimportant,betterprojectandbusinessresultsweremade.#1998ElsevierScienceLtdandIPMA.AllrightsreservedKeywords:projectscatterfactor,resourcededicationpro®le,humanresources,R&Dorganisation,projectportfolio,businessplan,projectplanning,projectmanagement,projectmanagementsoftwareIntroductionUltrashorttime-to-marketandlowcostsofprojectsrequiree€ectiveandecientprojectorientedorganis-ations.Asprogressinprojectsisnotalwaysaswhatisforeseenandbecausenewprojectsneedtobestartedupallofasuddenduringtheyearduetofastchangingresultsof,e.g.competitorsanadequatehumanresourceallocationprocessisessential.Allocatingpeopletoprojectsinmulti-projectenvironmentsisdif-®cultandoftenfaceslotsofproblems.Importantinthisprocessisthecouplingofday-to-dayplanningforeachindividualpersontothelong-termbusinessplan.OurstudyonhowtooptimiseanexistingresourceallocationprocessinalargeR&Dorganisationpointedoutthat®veelementsarevitalinthesetupofanadequateresourceallocationprocess.Centralel-ementistheso-calledmedium-term-resource-allo-cation.Mainoutputofthemedium-term-resource-allocationisa`rough-cut-capacity-planning'thatshowswhatprojectswillbeactiveforthecomingmonthsincludingaroughallocationoftheresourcesforeachproject.Multi-projectenvironmentInresearchanddevelopmentorganisationshumanknowledgeisthemostimportantandmostscarceresource.Allocatingtherighthumanresourcestoaprojectisvital.Themoreprojectsthatareinvolvedandthemorespeci®cknowledgethatisneededineveryproject,themoreimportant,butalsothemoredicult,istheallocationprocess.InmanyR&Dor-ganisationsthematrixstructureiscommonlyused(Figure1).Accordingtoliteratureaswellasinpracticethemethodsusedforresourceallocationinsuchmatrixstructurearevarious.MostorganisationsarelookingforanMRP-likesystembaseduponBillsofMaterialswhereprojectsaretreatedinthesamewayasgoodsthatcanbeorderedwithacertaindeliverytime.Therefore,every-onestartswithlookingforintegratingtheirusedpro-jectplanningsystemforsingle-projectsituationsonaday-to-daybasis.Theywanttoconsolidatethedataofallcurrentandfutureprojectswithonepushonabut-tonwhileontheotherhandthehorizonisextendedfromshorttermtomediumterm.BecauseofthegreatInternationalJournalofProjectManagementVol.17,No.3,pp.181±188,1999#1998ElsevierScienceLtdandIPMA.AllrightsreservedPrintedinGreatBritain0263-7863/98$19.00+0.00PII:S0263-7863(98)00026-X181uncertaintyintheplanningofprojectsinanR&Den-vironmentthedetailedtaskplanningisonlyusefulwhenupdatedfrequently.Whennotup-to-date,plan-ningisuseless.Thereforeallactivitiesneedtobeenteredintothesystemonadetailedlevelotherwisetheoutcomeistoounreliable.Alsonewprojectsthatmaybewillbeactivatedintheportfolioofprojectshavetobeenteredinsuchadetailedway.ResourceallocationmethodsDuringthelastyearsseveralauthorswroteonthesub-jectofresource-allocationforprojects.Thesearticlesfocusedmainlyonamethodfortheshort-term-resource-allocation:amodelforday-to-dayplanningandprioritiesisgiven.Thearticlespresentatheoreti-calreviewandimplementationissuesarenotmen-tioned.InPillai1aresource-allocationforalongerperiodthanshorttermlevelismentionedbuttheshort-term-resource-allocationismissing.In1994a`rough-cut-project-and-portfolio-planning'waspub-lishedbyPlatjeetal.2Inthismethodtheplanningandcontrolcyclesforsingleprojectsandtheportfolioofprojectsismade(seeFigure2).Rough-cut-project-and-portfolio-planningIn1994weimplementedtheconceptofthe`rough-cut-project-and-portfolio-planning'inayoungR&Dor-ganisationthathadgrownveryfasttowards200pro-fessionalsinvariousdisciplinesworkingin80di€erentprojects.Theallocationprocesswasdesignedinsuchawaythateveryquarteraninventorywasmadeonaproposedprojectportfoliobyusingsimple`Resource-Claim'and`Resource-O€er'spreadsheetsinthematrixorganisation(seeFigures3and4).Thisprovidedaquickandglobaloverviewoftherequestedprojectportfolio.Eachclaimandeacho€erwasmadeclearbyapercentageofworkmenneededforthenextquar-ter.Theclaimsbytheprojectleadersneededtobedis-cussedwiththegroupleaders.Bydoingthisthe`rough-cut-project-and-portfolio-planning'wasatooltohavetheprojectleaderscontactthegroupleadersinastructuredway.Alsomanagementwasforcedtodecideonwhatprojectswereplacedintheportfolioandadecisiononthea