Reactions to reductions

Projects often suffer from a lack of human resources. This article features five project professionals exploring how a project manager can achieve success while working without a full project team. It cites the importance of preparing for interactions with team members and getting sponsors and clients to accept increases in duration. Furthermore, it suggests establishing and using a lightweight requirements center of excellence and a requirements management tool. The article also kickoff meetings and states that it may be necessary to extend the critical path duration for understaffed projects. Getting by with fewer human resources often depends on the nature of the work and the nature of the people.
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