When delivering projects on time and within the allocated budget, it is well established that success depends on the project having well-defined goals, a clear plan, an understanding and available sponsor, and is resourced with a talented, committed team of performers with the competencies required to finish the work.
All of these are important, but which would you say is the most critical to the successful outcome of the project? For me, it has to be the latter: a skilled and committed team. People are what make or break a project. More specifically, the competencies that they bring to the project and how these can be harnessed to achieve results.
However, this raises the pivotal challenge of identifying the best team to achieve success for the organization: those available people with the right mix of capabilities and experience to meet the scope of work.
This can be manageable in small and medium enterprises, as the talent pool is often well understood by established ‘connectors’ or those tasked with managing project delivery.
Within larger enterprises, containing potentially thousands of people, this becomes a far greater challenge. Furthermore, achieving a full understanding of those workforce competencies that are in greatest demand and where gaps exist, is typically out of reach.
As the economy begins its recovery from the shock of the pandemic, the race for talent has seen huge wage inflation across many sectors, with demand for skilled professionals far outstripping supply. Organizations’ ability to identify and retain their key talent is more important now than it has been for a generation. Additionally, successful organizations need to understand where they have skills shortages and be able to fill these ahead of them becoming roadblocks to implementing strategic goals.
The skills shortage and inflated salaries will inevitably drive companies to look at alternative resourcing models, with offshore/nearshore being a likely channel. Through necessity, many organizations will have adopted remote working processes, which may well remain in place, as individuals and businesses realize the benefits this flexible model can offer when properly implemented. The vital point in both instances, is how to make the remote workforce feel and be connected to the rest of the organization. The communication bandwidth is narrower between remote teams, so effective utilization of technology is essential with these operating models.
It is also important that the talent pool is deployed to have maximum impact on operational and strategic deliveries. This requires an almost laser-focus on the project portfolio and workforce activities with crystal clear, real-time Management Information (MI), enabling proactive decisions to be made, keeping projects on track and operations running smoothly. The MI needs to be automated and easily accessible rather than painstakingly manually compiled over a number of days, which will effectively present out-of-date information.
The Project Management Office and HR department most likely have a planning spreadsheet and a recruitment system respectively suggesting where people and their skills reside. However, this information tends to be limited, incomplete or inaccurate. Raw skills may be listed but up to date training records, certifications, working relationships and project experience are often absent. Additionally, gaps in knowledge around broader competencies and behaviors make assembling a cohesive and effective team a guessing game at best, with the potential to breed impactful social and professional issues where key traits are absent or too pronounced.
Performance reviews and appraisals are useful sources of information but can be a blunt tool in assessing the value individuals bring to an organization. Also, they are typically compiled annually and often linked to pay which can be a blocker to gaining open and honest feedback on capability and performance.
Organizations looking to deliver value consistently and reliably should seek greater insight into their most important asset, their people, by fostering a culture of engagement, feedback and information flow that yields the continuous, deep and rich knowledge required to define happy and engaged teams aligned to corporate strategy.
This is where OpusView comes in. OpusView is Work Engagement software. It has been purpose built for medium and large organizations to integrate skills and capabilities with project demands and delivery.
OpusView Analytics provide a host of intelligent capability-oriented visualizations that surface an organization’s competencies and experiences, and identify the best available resources to mobilize for project-based work. Furthermore, OpusView Watch-lists allow program and project leaders to be notified in real-time when specific competencies become available either through new recruits or when new skills are acquired.
You will see in an instant where sought-after competencies reside, where gaps may require filling, and the impact a departing colleague will have on a project or department. Further, the ability to recognize a fellow team member for their contribution and expertise drives a positive environment of recognition and value, completing a 360-degree profile of your workforce’s ability to meet current and future demand.
With OpusView, having assembled the best team for the demands of the project, work begins on defined and prioritized activities. OpusView coordinates and tracks progress providing instant visibility on programs and projects including tasks, costs and risks.
So, if you have not already done so, take a look at OpusView and consider the impact this could have on your organization in the post-Covid hybrid era that we now live in.
For more information or to arrange a demo send an email to firstname.lastname@example.org or fill out the contact form here: https://www.opusview.com/contactus.