Failure in resource planning is a controversial topic. Resource planning takes place by taking measurable and quantifiable facts—such as the time it takes one person to complete a task—and dividing them into the required output to determine the resources needed. It is relatively straightforward and can be calculated. Resource planning is a common practice; however, it hardly needs to be utilized for innovation. In today's episode, I share my thoughts and observations on composed failures in resource planning. I discuss how the lack of fixed variables in innovation and the changing nature of technology, market segments, and people working prevent the creation of an accurate, referable history. I discuss whether companies should estimate future resource needs when they are often based on rough estimations. I also highlight the issues with planning on a personal level in innovation and product creation roles.
"We are guessing a lot when we are thinking about resources in innovation types of work." - Paul Heller
This week on Innovation Talks:
- How resource planning for innovation differs from resource planning for regular work
- How the lack of precision and unknown variables in innovative roles hinders accurate planning and scheduling
- Why you shouldn't focus on planning on a personal level
- Why you should only create future statements of resource needs for critical resources and skills
- How managing resources en masse can be the solution for innovation-led projects
- Why attempting to be too precise will ultimately lead to failure
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