HomeBlogCase StudyCase Study: Sharing Resources ...

Case Study: Sharing Resources Among Projects

Case Study: Developing a Digital Product for Intengine.com

Bottlenecks and other subtle killers

Much of my experience has been working on teams with resources spread across several company initiatives.

Finding the delicate balance between advocating for my project needs and respecting the company’s priorities for resources is always challenging.

My PMP certification (achieved after this project) has allowed me to look back and ask “what could I have done” to enhance my leadership.

Pain Points of Sharing Resources:

Used these project management skills: Resource allocation, team motivation, bottleneck prevention, workload management, communication strategies, team dynamics.

Overworked resources and loss of motivation for my project

I’m not always aware of the workload of my team, in a shared environment.

I've learned to ask better questions

I've always opposed lackluster work with my own positive energy. I’ve learned that this needs to be tempered with strong listening skills to look for subtle cues of hidden challenges. Aware of constraints, I can adjust the timeline, environment, and support, within my sphere of influence.

Team members working on multiple other projects, WILL produce bottlenecks

I worked with a developer that when asked how long it will take always said, just a few hours then took days to the frustration of the team.

I’ve learned to ask for time constraints instead

I made the assumption that my project goals were a company wide priority, instead of understanding how I could support the developer and build a team culture around respect and support.

Team members faced burnout trying to accomplish all work

I’ve recognized that overworked teams will either lose their drive for quality, or burn themselves out to lighten the load. Productivity suffers in both cases.

I’ve decided to be accountable

As a Project Manager, an overworked team is a failure on my part, one I may have the power to reverse. I can negotiate with functional managers to create dedicated time blocks or request additional resources to take the stress off the team. It’s a priority.

CONSTRAINTS

My sphere of influence

TACTIC

Sometimes, I do not not have the power to change an outcome, but I can influence it.

(FUTURE) LEADERSHIP STYLE

Strategic

TACTIC

Strategic Leadership considers both the company and team environment to shape asks around accountability and collaboration. At the time, I did not believe I had this power. With PMI training, I know it was the best approach.

RESULTS:

We produced two of three impressive multi-media products. The latter was delayed for reasons outside of the companies control.

TACTIC

Although we were successful, looking back, I would have made different decisions armed with my knowledge today. I know that everyone on the team did not feel heard, at every stage.

Intengine.com was the first company to describe me as a Project Manager. At the time, I used my aptitude for organization and work ethic to propel our many digital products forward. I often look back and imagine what I could have accomplished with the training I have today.

Stephanie Scott

Project Manger

Project Highlights

Business Goal: To create whitepapers and resources featuring our clients incredible work.

Development Approach: Directive

Software: Google Workspace, Jira, Confluence, 3rd Party

Constraints: Shared Resources

Takeaways: Startups often compete internally for limited resources. I’ve learned that a proactive leadership approach, is my responsibility, and if a change is needed, I have power to lead it.

Where would you like to go next?

Rates:

Project Management is a natural next step to 15 yrs in content strategy and 10 yrs in content development.

Rates are industry standard. Please contact me to discuss your needs.

___________________
Book a discovery call: steph@wildfireeffect.com