Planning, scheduling and resource allocation

  • This area of the Lessons Learned repository will include:

    • Whether planning successfully covered all aspects of activity needed to deliver the project
    • Accuracy of assessment of required effort
    • Identification and management of dependencies
    • Whether we failed to consider anything when scheduling
    • Whether resource allocation was sufficient across the different areas of the project
    • Release of resources when agreed
  • Experience or Observation Made

    Many users expressed concern that It several projects were running simultaneously in the same work area creating a feeling of being overwhelmed by too much change at once.  


    Faculties and Directorates will usually identify all the change initiatives that they are planning in future years as part of their strategic and business planning activities.  This is a good opportunity to consider possible overload.   The VPO+ will engage with all Faculty and Directorates as part of this process to capture information on planned projects  for inclusion in the Brookes Projects Registry and to help explore any conflicts or challenges with timescales, use of resources, capacity for change etc. that are emerging.

    Evidence or Observation Made

    The go-live was scheduled for the start of the academic year coinciding with the live launch of  another series of projects.  This posed unnecessary risk at a time of year when many staff are at their busiest and when all our new students are consolidating first impressions of Brookes. 


    The understandable desire to have new services available at the start of semester should be critically assessed at the start of a project. The advantages and disadvantages of such timing against other timing options must be considered by the Project Board before committing to a proposed project schedule and again at PID approval stage.  Where possible a soft launch over summer should be planned in preference.