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Shoaib Ahmed
  • Male
  • Wellington
  • New Zealand
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Profile Information

Company:
Eagle Technology Group
Job Title:
Senior Project Manager
City:
Wellington
State:
Wellington
Country:
New Zealand
Industry:
Technology, Software, Internet
Professional PM certifications:
Yes
Years in Project Management:
3-7
Website 1:
http://prince2msp.com
Website 2:
http://nz.linkedin.com/in/prince2msp
Website 3:
http://re.vu/prince2msp

Shoaib Ahmed's Blog

Agile or not?

Project delivery in the IT space is a fun job. You get to do interesting things, usually no two things are exactly the same and in the process get to play with technology. Life couldn’t be better. That is until you run into some oddities. Agile methods have not been everyone’s cup of tea. Ambiguity is the enemy of most bureaucratic environments. Before committing to any…

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Posted on July 16, 2015 at 9:30pm

Are the days of MS Project numbered?

Using MS Project is a bit of a right of passage for most people that have done project management in an enterprise scale. While many have grizzled and grumbled about the application, for a long time it was really the only one that would allow you to do what you needed to get done. What made it worse was between 1998 and 2010, there had been little new in terms of functionality and user interface that made life easy. With 2010 (and 2013) with the development of Project Server, Microsoft has…

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Posted on February 9, 2015 at 6:10pm

Opposite of job dissatisfaction is not job satisfaction … what do you mean?

Reading endless research papers for my MBA may finally be paying off. I’m finding one or two gems. This one from Frederick Herzberg is one such article. He contends that dissatisfaction and satisfaction actually contends with two different human needs. First, being the nature to avoid pain from the environment, second being our drive and…

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Posted on October 23, 2014 at 1:16am

What can accounting and finance teach project and program management?

Nearly two decades ago I took one accounting paper and did just enough studying to pass it. I was studying for an IT degree at the time and only did the paper as it was a compulsory one. Wheels have now turned enough for me to come back to doing an MBA and by coincidence, starting back with accounting as my first paper. Today…

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Posted on May 30, 2014 at 12:30am

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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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