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What are the key elements of effective resource management?
What are the key elements of effective resource management? Governments and industry have long bemoaned the lack of an overarching strategic framework in resource security, given the huge complexities and challenges. (The International Energy Agency in its 2011 World Energy Outlook set out the major challenges and suggested 20-35 years use this link get out of our current box). A recent government white paper on resource security and of particular interest, was the work of an Independent Panel on resource security (2018) who has examined effective resource management. How should the UK – and others – respond? Key benefits emerging from the Panel’s work are: increase resilience in the face of changing security threats enhance the ability to meet current and increasing global energy demand improve the efficiency of the energy system support economic recovery, competitiveness and growth. How have we got into such a mess? A key driver for the poor performance of energy security has been the lack of a clear long-term vision, so it is no surprise we are in a box for energy security. A strategic energy plan now needs to consider: what need to be addressed the timeframe in which this has to be done considering progress from one stage to another, not just incremental change the resource challenges across the entire energy spectrum from renewables to fossil fuels the need to integrate energy and security in a comprehensive way e.g. through reduced vulnerability. Key changes needed to break out of the box A key driver of poor energy security performance has been that we fail to integrate energy and security in a comprehensive way, as well as not thinking practically about timescales and therefore choices such as ‘faster is better’ have been made. There is a global energy transformation gathering pace. The world is on the verge of achieving universal access to energy services powered by sustainable energy supplies and energy systems. Sustainable energy, which means lower and more predictable of greenhouse gases and other pollutants What are the key elements of effective resource management? Don’t let management or the economy keep you from fulfilling potential. If you are making the most of the time and talent you are blessed with, you are doing well.
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And, if any of those critical opportunities are squandering your potential, you must act upon them. I always like to start my training program with these two questions or examples of mistakes some of our participants make while managing resources: Q. What are the key elements of effective resource management? A. If by “resource management” you mean paying your dues…. Stuart is an excellent “manager,” actually an “artist” because in my book money is not what he does. The things he needs to do his job take much of his time and attention. He works a brutal job, but it’s not in the way most people think of a job. The rewards are to be reaped when he is at the top of his game. (As long as I was his boss there would be a lot of “top of the easters,” but my head would already be on the chopping block by then..
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..) Sometimes when I hear a new manager I say, “Sure he’s a good all-around thing, but he’s no Ian.” I like to say that their hands are too full to be their best, and many excellent managers are like that. An organization in my district is being sold for $2 billion. Even though there are many challenges, the manager of resource allocation for the buyer has created a well resourced, high performing organization. He is willing to accept responsibility for his failures and seek opportunities to engage the talent that they’ve spent less than 1% on to make the transition to the new owner. Your skills will be required for success. Will you make that work for you in the tough economy? Q. If you are resource allocated, how much do you have in cash? A. This is a trick question. Rarely is it about the money in cash, as whatever is available for payroll is typically about the same today as yesterday. But it could signify a strategic choice to avoid risk.
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Focusing on revenue is a mistake. I know who has which dollar that ends up in the bank, but you shouldn’t really know who has your customers or leads. Customers have high visibility, but managers in financial terms are just “supplies”. Q. If you are taking on debt, how much could you carry? A. This is also a trap for a new starter or those of us with a stake in the system. More When asked if you need or could borrow to get by how would the sound of that ring out to your buyers? Buying or borrowing simply means that I’m more involved What are the key elements of effective resource management? To a certain extent it depends on the nature of the organisation but more importantly the project: 1. The nature of the project: Does it tend to be a planned, program or more reactive? 2. The type of stakeholders: How much is it top down versus bottom up? 3. The nature of the resources: Is it a more structured or a more flexible resource? 4. The organisational culture: The degree to which process is valued over results and the perception of ‘fit’ between staff and project. 5. The personal skill set: The ability of the staff to deal with the organisational culture and the technical issues and interact with the stakeholders.
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6. The budget to be spent: The degree to which people need to be educated and trained to deliver to maximum project cost. 7. The ‘innovative’ nature of the projects: Most projects today are a new development, requiring new training and skill delivery requirements. The key things to look at are: Project Type 1. Resource Intensity: The degree to which the project requirements are very resource intensive. And you work click the allocation of hours and cost. Most projects are relatively low in intensity. Examples: Developing a simple website that is fairly static. Developing a small database Developing and printing an annual report Using some software product 2. Budget Allocation: The degree to which the project is a new development and the budget is all allocated to one requirement. The budget is not allocated so that everyone gets a set amount for every hours played with (usually far less than their hours actually spent) but in most cases we achieve about 80% of the budget allocation with the remaining of it being allocated as time permits. There is some debate over what you should be allocated to, if you have budget for development only for budget to go to direct technical support