Questions situationnelles. Comment les battre ?

Je m’interroge sur la façon de battre les questions situationnelles.

En tapant « questions situationnelles » dans Google, je tombe sur un article de TechAgilist. Il propose de commencer par lire la question attentivement puis de lire toutes les réponses. Dans son exemple, j’aurais pourtant proposé, juste après la lecture attentive de la question, de fermer les yeux et de chercher quelle serait ma réponse de bon PM à la sauce Pipa.

Voici sa question : 

Question: You are the manager of your company’s project management office. The company is running many concurrent projects; most of them share a resource pool of technical staff. Understanding how resources are utilized across projects has been found essential to overall project performance, including cost-effectiveness and profitability. This morning you received a message that the resource pool members will be unable to perform as planned for the next months because the overall workload has grown too high and while delays are adding up, the morale of the staff is going down. What should you do next?

Qu’en pensez-vous ? est-ce que j’ai assez d’information pour me figurer la situation, pour m’y imaginer ? Je dirais, pour ma part : oui.

Du coup, qu’est-ce que ça me fait, en lisant les réponses proposées ?

Answers:

1. Ensure that quantitative information for all projects is being made available in a uniform and reliable fashion and verify that the project management methodology is adhered to. Then consolidate the information to get an understanding of the problems related to the use of shared resources.
2. Implement an enterprise project management software solution which is able to level the human resources across the various projects and which has the capability to model resource assignment on a percentage level thus optimizing resource utilization for the overall organization.
3. Do nothing related to the described problem unless you are explicitly requested by the organization’s upper management. Supporting decision making on the level on which project portfolio management is done, is not the project management office’s business.
4. Evaluate project management software which supports planning and scheduling across enterprise-wide project portfolios. Avoid managing the availability of shared enterprise resources for the projects run by an organization because this is not the business of a project management office.

Qu’est-ce que ça vous fait, ces réponses ? Que vous disent vos cerveaux ?

In fine, la bonne réponse est la première.