A while ago, I did some work in Scarborough, England…a quaint arcade facing a beach, it definitely had charm. When the jet lag hit early in the morning, I took a stroll on the boardwalk watching the sunrise. I arrived at a nice development with a large sign stating, “To be completed in Spring 2007.” Problem was, this was 2010. This project, like many corporate projects, did not hit its go-live date…and does not appear to have a contingency plan. McKinsey and Oxford University found that large software projects on average run 66% over budget and 33% over schedule.
When I toured the US Air Force’s Air Mobility Command center, I learned of a room that is designated as the contingency response cell, which responds during a crisis. A Canadian company has a specific process called Dynamic Resource Allocation (DRA) to meet human capital requirements for contingency needs.
How does your organization adjust jobs to changing business requirements?
