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124 ROLE-BASED NEEDS FOR RESOURCES

1980s (when matrix concepts allowed for greater flexibility in the deployment of
human resources across the enterprise, while maintaining defined lines of com-
munication and responsibility). Today, we add to that complexity by using people
in various team configurations, for temporary assignments, for differing time pe-
riods. We also attempt to deploy people more effectively by recognizing multiple
skills and allocating these people to the work on the basis of skills rather than de-
partmental structure. Add to that the use of external supplements to the work-
force and we begin to create an environment where loss of control is all too
frequent and communication is a screaming, garbled mess.

Now, complicate that with poorly defined objectives, at both the mission and
project level, plus a weaker definition of just who the customer or sponsor is and
what they want, and we come close to total chaos. Oh! And one other, most im-
portant thing. In most of today’s businesses, the selection and execution of proj-
ects is not just a matter of bringing them in on time and on budget so that they
are profitable. Rather the success of projects is essential to survival of the busi-
ness and/or positioning the business for the next big technological and economic
breakthrough.

And so it is that the management of such businesses involves an extensive uni-
verse of people, who contribute to, benefit from, or are otherwise affected and
impacted by the project-oriented activities of the enterprise. These personnel
span a wide spectrum of positions in the organization and may very well extend to
positions outside the organization. They will involve multiple disciplines, each
with a different set of needs and objectives, and each with a different definition of
project success. The group is likely to cross numerous traditional boundaries:
physical, such as location; cultural, such as language; economic, such as cost or
profit motive; and technical, such as methods and hardware.

Each member of this vast, involved information universe has a specific, differ-
ent role in supporting the system, as well as a different, specific set of needs from
the system. Only in clearly identifying these roles and needs can we expect to be
able to implement a set of practices, with supporting tools, to further the objec-
tives of the enterprise in this regard.

This set of practices and tools must facilitate the creation of the needed infor-
mation, with quality and timeliness, and make it easily available to all involved
parties, on a need-to-know basis. They must facilitate open communication,
based on current, shared knowledge that will allow the parties to react to chang-
ing situations and allow management, on various levels and disciplines, to make
effective decisions, while recognizing the impact on all stakeholders and goals.
That’s a tall order. But the technology is available to support that need, and the
failure to put such practices and tools in place will allow the chaos and lack of
communication to impact unfavorably on the future of the business.