Project-Based Staffing

Sometimes you need to know the total number of staff of a particular type that will be needed (e.g., a particular category of engineers), but the information that is available defines the required staffing on a project-by-project basis (the number of engineers that are needed for a given engagement). Often this staffing information is defined in project proposals or plans. Complicating the issue further is the fact that the projects start and finish at different times.

The project-based staffing technique simply aggregates the required staffing for each job group for each project, at a particular point in time, across all projects to determine overall staffing requirements. There are two approaches, the zero-based approach and the incremental approach.

Regardless of which of these approaches is used to define staffing changes, the basis of this technique is simply to determine the number of staff of each type needed to support each project and aggregate those estimates across all projects to determine the total number of staff needed.

The Zero-Based Approach

This approach is used when project plans typically define the total number of staff of each type that are required at various points in time, independent of how many such staff are currently working on that job (e.g., 10 apprentice-level engineers will be needed on a particular project at the beginning of the second quarter). To use this technique, take these steps:

• Identify the points in time for which you are defining staffing requirements.
  
  
• Determine which projects will be underway at each point.
  
  
• Define the staffing required for each project at each point in time.
  
  
• Sum the requirements for a given point in time across all projects to determine total requirements.
  
  

This approach works best when projects are starting from scratch and when project managers have a good understanding of the staffing that will be required.

The Incremental Approach

With this approach, staffing requirements are defined in terms of increments above or below current staffing (e.g., four more apprentice-level engineers will be needed, over and above the six that are already working on that project). The incremental method is especially helpful where no information regarding required staffing exists.

As with the zero-based approach, you will need to take these steps:

• Identify the points in time for which you are defining staffing requirements.
  
  
• Determine which projects will be underway at each point.
  
  
• Define how many more (or fewer) staff will be needed in each category than are currently available.
  
  
• Define the staffing required for each project at each point in time, adjusting staffing levels by the increments just defined.
  
  
• Sum the requirements for a given point in time across all projects to determine total requirements.
  
  

One advantage of this technique is that it can be used even if the staffing information you require is not readily available (e.g., specific project plans either do not exist or do not define staffing requirements explicitly). When you use this method, follow a structured interview format (you may find the interview guide in Chapter 14 helpful here). Define current staffing levels and capabilities before you meet with each manager. When you meet with a manager, review this information first. Next, discuss how the business is expected to change during the planning period (e.g., expansion, contraction, implementation of new technology, introduction of new products or services). As you discuss these changes, work with the manager to define how current staffing levels will be affected (e.g., there will be a need for more staff, fewer staff, or staff with different capabilities).