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Shoaib Ahmed
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  • Wellington
  • New Zealand
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Profile Information

Eagle Technology Group
Job Title:
Senior Project Manager
New Zealand
Technology, Software, Internet
Professional PM certifications:
Years in Project Management:
Website 1:
Website 2:
Website 3:

Shoaib Ahmed's Blog

Do managers need technical background?

Couple of years ago I wrote a post on whether managers needed technical background to be successful. That article had a specific focus on project management. I have recently been thinking…


Posted on March 15, 2014 at 1:00am

Is productivity gains the answer to improved business outcome?

I recently ran into an old school friend. At the time we were nearing the end of high school he was the coolest dude with a job at a fast food place. He had disposable income and an old second hand car. What else do you need in life? Those of us that were planning further studies or apprenticeships got plenty of advice from him on the futility…


Posted on January 14, 2014 at 2:19am

Building PMO Metrics

The Christmas and New Year is always a good time to take some time off the hurly burly of daily grind and reflect on how things are going. Towards the end of the year I did some work on what metrics would help us run our PMO more efficiently. Metrics are always difficult to establish, especially as they only tell a story once you have a baseline to measure against. This is probably a heavy topic for the first post of the year. Apologies for that.…


Posted on January 8, 2014 at 8:00pm

Can you get the right reaction with the occasional verbal spray?

I was reading an article in the Harvard Business Review regarding the appropriateness of yelling at employees. It was quite an interesting article in which Michael Schrage gives examples as …


Posted on December 8, 2013 at 8:17pm

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At 10:32am on November 14, 2012, Stephen E Reade said…

Before making any decision to staff or de-staff, one must assess FOUR factors:

1. time to staff (on-board employee, etc.)

2. demand (ability to place billable staff)

However, most people fail to consider two equally or even more important factors:

3. Variance in time-to-hire: just when you want to hire someone, there's a dry-spell, or there was a recent hiring surge that drained the labor market. Alternatively, there may be a glut of people, so hiring is very quick. When it comes to staffing, there is no JIT. You MUST anticipate delays due to variance. They must be factored into staffing billable projects. Can't staff as quickly as you promised? The project will be delayed at a cost potentially many times greater than the cost to keep someone "on the bench".

4. Variance of demand: over time the market demand may achieve and sustain a certain level, but - right NOW - it could be more or it could be less. Without a good handle on demand variance, it's very difficult to predict demand and staff effectively.

Missing or mis-understanding these all-important variances are typically why companies find themselves seemingly over- or under- staffed all the time. Running an organization at near 100% load SOUNDS good, sounds profitable, but creates a lot of turnoil and can potentially damage a company's reputation when it tries to back-fill temp slots at customers' project while awaiting a new hire.




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