Ask any Project Manager on the most critical factor for success in his project execution. Most often than not, the PM will come back to you with the answer - give me the best resources for the project and I will guarantee success. In any large organization, experts are few. How then, can you promise success to your customers?
The demand and supply chain for IT organizations is known to be a very complex problem. When you narrow the filter further and search for talented individuals who can make a difference to the success or failure of the projects, one realizes that there are only few individuals available. The projects outnumber the experts and therein lies the headache for the PMO on how to distribute the resources to various projects.
How do you make the optimum use of these experts to ensure the success of multiple projects at the same time?
Change the way delivery groups are structured.
Move the experts to a different group that is centralized to all the delivery groups, without disturbing the current projects. The experts should not be assigned to one single project. They should be shared across multiple projects, based on their requirements on the project.
Ensure that the central group of experts have access to all the ongoing projects in the organization. Tasks that can be done by other team members have to be delegated away from the experts.
The experts should focus on reviews, performance, availability and key aspects of the project they are working on. They will be officially working with the Architecture Boards of the customer. They will be outsourcing all the non-core tasks of the project to the resources who are 100% allocated to the project.
This will need a change in outcome of the Project Managers. They will need to change their attitude and realize that the experts are the resources of the organization and not their projects'.
The experts will face newer challenges continuously which will keep them motivated (a must to retain such highly talented resources).
The organization will expand its delivery capabilities and will be able to cater to many more projects than it currently addresses.
The organization can test the hack by introducing this concept for a single service-line (be it a domain-based group or a technology-based one). Let us consider a group of Technology experts having competency in Apps (of IPad). These resources can be moved into a central group and then asked to service various projects in the organization that needs such services.