Functional resources dedicated to a PMI project
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PMI shares many things with traditional project management. One of the classic struggles is managing output of a functional resource that is not fully dedicated to a project. Do you have any insights into best practices for leading functional resources without causing undue stress/conflict with the functional team in which they report?
Being function leader myself, I would like to have transparency on resource expectations. Without this, it would be a hard sell for any function team staffs to manage its day-to-day reporting together with PMI project, as the function leader has to manage its own resources to manage operational matters. Bottom line is for the managers involved to know the expectations upfront as well as at all times during the PMI process, so that resource allocation can be made effectively not just within the PMI circle but with the day-to-day operations. (I know that the better practice would be to have a dedicated PMI resource, but that just does not happen usually unless your company is involved in M&A activities all the time.)
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