Who should decide on the allocation of human resources for a project?
Thread Content
During the specific implementation of a project at a design institute, who should decide on the allocation of human resources? A. Decided directly by the project manager. B. Decided by the heads of various departments. C. Decided by the person in charge of that specific aspect of the project. Please share what’s the situation in your design institute……
1. It should be determined by the professional supervisor of the project, with the project manager providing oversight. 2. The amount of work involved in a particular task is best known by the person in charge of that task, so it should be he who decides on the number of people needed ； 3. But considering his own interests, he will ask for either more or fewer people; asking for too many leads to waste, while asking for too few results in a shortage of staff during busy times
In my previous company, the project manager would put forward preliminary suggestions, after which various departments would confirm such candidates; alternatively, departments could recommend candidates as well, provided that the project manager gave his approval. Generally, it’s the project manager who decides, and often it’s people with whom one has worked before – those with whom the cooperation turned out to be good – who become long-term partners.
First, it is determined roughly which departments are needed based on the volume of work for the project; then the project manager assigns some supervisors, who in turn decide on the number of employees required and who those employees should be. Finally, the project manager submits an application to the company, which approves it
First, it is determined roughly which departments are needed based on the volume of work for the project; then the project manager assigns some supervisors, who in turn decide on the number of employees required and who those employees should be. Finally, the project manager submits an application to the company, which approves it
It depends on the management framework adopted by that organization. In a project-based management approach, it is determined by the project manager; for example, in the case of an EPC project company for a cement factory in our country. In a matrix management structure, the decision is made jointly by the project manager, the project management department, and the various specialized departments; this is the case in most engineering companies in China’s chemical industry at present ； If it is a functional management organization, such as many research institutes in our country. Of course, in many units it is a hybrid model. For example, in the same engineering company, matrix management is used for ordinary projects, while project-based management is adopted for extremely large projects (worth tens of billions). The project manager is usually the vice president of the company and holds considerable authority.