1. Why would people resist a multi project resource scheduling system? (100 words)

2. What do you think would have happened if the Washington Forest Service did not assess the impact of resources on their two-year plan? (100 words).

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Darinburt/Getty Images page 279 8.8 Assigning Project Work LO 8-7 Identify general guidelines for assigning people to specific tasks. When making individual assignments, project managers should match, as best they can, the demands and requirements of specific work with the qualifications and experience of available participants. In doing so, there is a natural tendency to assign the best people the most difficult tasks. Project managers need to be careful not to overdo this. Over time these people may grow to resent the fact that they are always given the toughest assignments. At the same time, less experienced participants may resent the fact that they are never given the opportunity to expand their skill/knowledge base. Project managers need to balance task performance with the need to develop the talents of people assigned to the project. Project managers need to decide not only who does what but also who works with whom. A number of factors need to be considered in deciding who should work together. First, to minimize unnecessary tension, managers should pick people with compatible work habits and personalities but who complement each other (i.e., one person's weakness is the other person's strength). For example, one person may be brilliant at solving complex problems but sloppy at documenting his progress. It would be wise to pair this person with an individual who is good at paying attention to details. Experience is another factor. Veterans should be teamed up with new hires not only so they can share their experience but also to help socialize the newcomers to the customs and norms of the organization. Finally, future needs should be considered. If managers have some people who have never worked together before but who have to later on in the project, they may be wise to take advantage of opportunities to have these people work together early on so that they can become familiar with each other. Finally, see Snapshot from Practice 8.4: Managing Geeks for some interesting thoughts from the former CEO of Google on how to put together teams. SNAPSHOT FROM PRACTICE 8.4 Managing Geeks* Eric Schmidt, after a successful career at Sun Microsystems, took over struggling Novell, Inc., and helped turn it around within two years. Four years later he became the CEO of Google. One of the keys to his success is his ability to manage the technical wizards who develop the sophisticated systems, hardware, and software that are the backbone of electronically driven companies. He uses the term "geek" (and he can, since he is one, with a Ph.D. in computer science) to describe this group of technologists who rule the cyberworld. Schmidt has some interesting ideas about assigning geeks to projects. He believes that putting geeks together in project teams with other geeks creates productive peer pressure. Geeks care a great deal about how other geeks perceive them. They are good at judging the quality of technical work and are quick to praise as well as criticize each other's work. Some geeks can be unbearably arrogant, but Schmidt claims that having them work together on projects is the best way to control them-by letting them control each other. At the same time, Schmidt argues that too many geeks spoil the soup. By this he means that when there are too many geeks on a development team, there is a tendency for intense technical navel gazing. Members lose sight of deadlines, and delays are inevitable. To combat this tendency, he recommends using geeks only in small groups. He urges breaking up large projects into smaller, more manageable projects so that small teams of geeks can be assigned to them. This keeps the project on time and makes the teams responsible to each other