Staffing your project using the Pareto Principle 80/20 Rule
Andrew Lambert
I help tech-driven executives optimize project delivery by building and equipping high-performing teams with cutting-edge tools and skills.
When it comes to staffing projects - whatever type of project it's for - managers tend to have a regimented approach. If they are about to embark on a construction project for a new shopping mall, they will look for people that have worked on shopping malls before, similar projects are not good enough. It seems the logical thing to do, right? However, while it is imperative to have people with this experience on the team, it is also a good idea to bring in some unique perspective. That is where we work on the 80/20 rule.
There are lots of different viewpoints regarding how the 80/20 rule can be applied to project resourcing and recruitment. When it comes to staffing for specific projects, we view the 80/20 rule as bringing in 80% of staff members with the right experience (i.e. those that have worked on shopping malls before if we’re sticking with the earlier example) and then 20% of staff with a new way of thinking.
For example, if you are building a concrete framed building, rather than ensuring 100% of the team has experience with this, why not bring in someone that has experience in steel frame construction? You may think that this is unnecessary and a waste. However, by cross-pollinating new ideas, you will come up with the best solution, and this is how your business can set itself apart from the competition.
We recently implemented new Project Management Software to a large Government project, we found that the experienced staff preferred to use their tried and tested ways with pen and paper alongside their excel spreadsheets, compiled over numerous projects. The younger staff who had grown up with new technology, loved the software and produced work well above their experience levels and used the software as it was designed for. The documentation and reports produced by our younger project members where so much more stylish in their content, and always impressed our client.
We recognise that you will never get ahead if you follow the crowd, and this is why we have a different approach and mind set when offering project management consultancy services. We look at new technologies and individuals that have fresh ideas regarding technological solutions. We are all about bringing something new and exciting to the table. Although software is not ready to replace experience on projects yet, you can assist the project by bringing in new thinking and an ability to understand and harness new technology alongside traditional working methods.
Please comment how you have managed new technology, and how new graduates enriched the team with their smart phones and apps mentality.
www.projectsdeliverygroup.com/blog
New build and listed building specialist
6 年Agreed, but the ability to question the established approach to a problem generally only comes with experience. The text book approach is needed but the ability to think outside the box is essential. Having worked on large Petrochemical plants, 5 star hotels and probably the most significant Grade 1 listed building restoration in the North of England I consider a varied experience to be of greater value than a singularly targeted requirement.
Director of Project Controls
6 年Hi Andrew, I think the 80/20 analogy is probably more realistic anyway, due to the fact that you can never get the perfect fit of everyone across a team on a project. The mix of existing tools and new technology is important to make improvements for smarter ways to deliver and the blend across the team of typically experienced persons, with younger (tech savvy) people who often question and bring new ideas is only a positive in my view. My one cautionary note would be that you can have all the smartest and most up to date technology to produce data for projects. But it’s all about using the data wisely to make informed decisions to support and deliver projects effectively.