Negotiating Research Collaborations

10 Common Resource Management Problems (and How to Fix Them) Resource management can make or break a project's success. Yet, most resource challenges don't come from technical gaps — they come from people problems. Here are 10 common resource management problems and how to fix them: 1/ Inconsistent Resource Assignment Randomly assigning resources without any criteria can delay critical projects. ✅ Set clear guidelines on how resources are assigned based on project priority, skills, and availability. 2/ Uneven Workload Distribution Some people are buried in tasks while others have too little to do. ✅ Use resource optimization reports to balance workload and ensure no one is overstretched. 3/ Skills Mismatch Assigning people without the right skills increases errors and delays. ✅ Plan resource requirements in advance and invest in training or hiring the right talent. 4/ No Resource Tracking Without tracking utilization, you can't tell who's working on what. ✅ Use time tracking tools or software to monitor resource allocation and make data-driven decisions. 5/ Lack of Resource Forecasting If you're not forecasting resource needs, you'll always fall short when projects ramp up. ✅ Use capacity planning reports to predict future resource needs and align hiring or training efforts. 6/ High Turnover Overworked and undervalued employees are the first to leave. ✅ Build a culture of empowerment and support by gathering feedback and tracking retention rates. 7/ Conflicting Priorities When team members are pulled in different directions, productivity drops. ✅ Set clear project priorities and use transparent reporting to avoid confusion. 8/ No Visibility for Managers Without centralized data, managers can't see what their teams are working on. ✅ Use resource management tools that give leaders visibility across the entire portfolio. 9/ Imbalanced Resources Across Projects Some projects get all the attention while others are starved of resources. ✅ Align resource allocation with business priorities and review regularly at the portfolio level. 10/ Ignoring Resource Risk People fall sick, take leaves, or leave unexpectedly — but many project plans don't account for it. ✅ Cross-skill teams and identify people-based risks early to build backup options into your plans. Resource management isn't just about assigning tasks — it's about understanding people. Which of these challenges do you face the most? ♻️ Save this list to improve your resource management process. Follow Anand Bhaskar for more insights on project management and leadership. —- 📌 Want to become the best LEADERSHIP version of yourself in the next 30 days? 🧑💻Book 1:1 Growth Strategy call with me: https://lnkd.in/gVjPzbcU #Leadership #Coaching #ExecutiveCoaching #ResourceManagement #Managers

You can delegate a task. You can’t delegate a relationship. At a recent meeting, we were discussing how to strengthen our relationships with doctors, whose post-op patients could benefit from our rehab services at The Wisdom Club. It reminded me of 2004, when we were setting up our Kandivali centre. My friend and senior, Dr. Ajay Hariani, MS/MCH in Plastic Surgery, already established in Kandivali, took time out to make introductions for me. While we both were post-graduates, it didn’t stop us from sitting in waiting rooms of doctors to make the proper introductions and apprise them of what Suburban stood for. Each evening at 7pm, after finishing work at the Andheri lab, I would take a 16km drive to Kandivali. From 8 to 10pm, I’d visit clinics, meet doctors, and introduce what we were building. This wasn’t for a week or two. I did it for over six months. There was no playbook. Just consistency. There was no team to delegate to. Just commitment. That experience taught me something I still believe today: Relationships aren’t tasks, they’re investments. And they only compound when made directly. Because if someone’s going to trust you with their patient’s care, they need to trust you first, then your team and then your brand. And trust like that doesn’t come from a pitch. It comes from presence. It may be tempting to leave to others or use tools and systems for outreach; but I believe trust builds better when we show up, listen, and be there personally, even if it’s an effort. If someone trusts you with their patient, it’s never just about the service. It’s about who you are, and whether you will show up when it matters. Here’s what I’ve learned: ↳ If the relationship isn’t personal, it’s temporary. ↳ If the trust is built through someone else, it belongs to them, not to you. ↳ When they move on, the relationship moves with them. In any business, the most enduring relationships are the ones you build yourself. PS: If you're serious about building something long-term, roll up your sleeves to get to it. #buildingabusiness #entrepreneurship #sales #businessrelationships

“Should we add more CSMs, or add more CS Ops?” It’s the allocation question every CS leader faces as budgets tighten and expectations rise. The wrong choice can damage customer retention, blow the budget, or both. The best CS leaders are following a simple formula: Make tech investments where they create efficiency. Make human investments where they generate retention and growth. The Clear Division of Labor Technology excels at tasks requiring consistency, speed, and scale where human judgment isn’t critical: • Administrative work and data processing • Routine communications and follow-ups • Process orchestration and workflow management Humans excel at tasks requiring judgment, creativity, and strategic thinking: • Strategic guidance and complex problem-solving • Relationship building and value creation conversations • Turning satisfied customers into advocates But here’s where segmentation changes everything. Segmentation Drives Everything What works for enterprise accounts doesn’t work for SMBs: High-value segments require human investment. The impact on retention and growth justifies the cost. High-volume segments require tech investment. They value speed and reliability, and unit economics demand efficient delivery. Scaling Isn’t Just Automation — It’s Trust Many CS leaders assume scaling means automating everything. But trust - the foundation of customer success - scales through a strategic blend of tech and human touch: Trust scales through consistency- Reliable delivery of promises, whether automated or human Trust scales through competence- AI-powered insights helping CSMs provide better guidance Trust scales through transparency- Proactive updates that keep customers informed Trust scales through personalization - Understanding unique needs at scale The Resource Allocation Framework Your segmentation strategy drives your resource allocation decisions. Map your customer journey by segment and classify touchpoints as either: • Efficiency-focused (perfect for tech) • Growth-focused (requiring human investment) Then audit where you’re using expensive human resources on automatable tasks, and where you’re using automation for interactions that demand human judgment. CS organizations that execute this principle operate with fundamentally better unit economics. They deliver personalized, strategic value to high-value customers while serving high-volume customers efficiently. They aren’t choosing between efficiency and growth - they’re achieving both. The framework is simple: tech for efficiency, humans for growth. But applying it requires knowing your customers well enough to understand which approach builds the most trust with each segment. Where are you misallocating resources between tech and human investments?

#Artificial_Intelligence 🚀 (AI) is transforming Project Controls by enhancing efficiency, accuracy, and decision-making. Benefits of AI in Project Controls 👌 ✔ Faster Decision-Making (real-time insights) ✔ Higher Accuracy (reduced human error) ✔ Cost & Time Savings (optimized resources) ✔ Proactive Risk Mitigation (predictive analytics) Here’s how you can leverage AI in key aspects of project controls: 1️⃣ . 𝘼𝙪𝙩𝙤𝙢𝙖𝙩𝙚𝙙 𝙎𝙘𝙝𝙚𝙙𝙪𝙡𝙞𝙣𝙜 & 𝙋𝙡𝙖𝙣𝙣𝙞𝙣𝙜 • AI-Powered Scheduling: Tools like Oracle Primavera P6 with AI or Microsoft Project with AI add-ons can optimize schedules by predicting task durations, identifying dependencies, and suggesting critical paths. • Scenario Analysis: AI can simulate multiple project scenarios (e.g., delays, resource shortages) and recommend the best course of action. 2️⃣ . 𝙍𝙞𝙨𝙠 𝙈𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩 & 𝙋𝙧𝙚𝙙𝙞𝙘𝙩𝙞𝙫𝙚 𝘼𝙣𝙖𝙡𝙮𝙩𝙞𝙘𝙨 • Risk Prediction: AI models analyze historical project data to forecast risks (cost overruns, delays) and suggest mitigation strategies. • Early Warning Systems: Machine Learning (ML) monitors project KPIs (Earned Value, SPI, CPI) and alerts teams before issues escalate. 3️⃣ . 𝘾𝙤𝙨𝙩 𝙀𝙨𝙩𝙞𝙢𝙖𝙩𝙞𝙤𝙣 & 𝘾𝙤𝙣𝙩𝙧𝙤𝙡 • AI-Based Estimation: Tools like Autodesk Construction IQ use past project data to improve cost forecasts. • Expense Tracking: AI-driven OCR (Optical Character Recognition) can scan invoices, receipts, and contracts to automate cost tracking. 4️⃣ . 𝙍𝙚𝙨𝙤𝙪𝙧𝙘𝙚 𝙊𝙥𝙩𝙞𝙢𝙞𝙯𝙖𝙩𝙞𝙤𝙣 & 𝘼𝙡𝙡𝙤𝙘𝙖𝙩𝙞𝙤𝙣 • Smart Resource Allocation: AI predicts labor, equipment, and material needs based on project progress and external factors (weather, supply chain). • Chatbots for Workforce Management: AI chatbots (e.g., Microsoft Power Virtual Agents) assist teams with real-time resource queries. 5️⃣ . 𝙋𝙧𝙤𝙜𝙧𝙚𝙨𝙨 𝙈𝙤𝙣𝙞𝙩𝙤𝙧𝙞𝙣𝙜 & 𝙍𝙚𝙥𝙤𝙧𝙩𝙞𝙣𝙜 • Computer Vision for Site Monitoring: Drones and cameras with AI (e.g., OpenSpace.ai) track construction progress vs. plans. • Automated Reporting: AI tools like IBM Watson generate real-time dashboards and predictive insights for stakeholders. 6️⃣ . 𝘾𝙝𝙖𝙣𝙜𝙚 𝙈𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩 & 𝘾𝙡𝙖𝙞𝙢 𝘼𝙣𝙖𝙡𝙮𝙨𝙞𝙨 • AI for Dispute Resolution: NLP (Natural Language Processing) analyzes contracts and correspondence to detect potential claims. • Impact Assessment: AI models assess the effect of change orders on schedule and budget. 7️⃣ . 𝙌𝙪𝙖𝙡𝙞𝙩𝙮 𝘾𝙤𝙣𝙩𝙧𝙤𝙡 & 𝙎𝙖𝙛𝙚𝙩𝙮 • Defect Detection: AI-powered image recognition (e.g., Doxel.ai) identifies construction defects early. • Safety Monitoring: AI analyzes site images/videos to detect unsafe behaviors (e.g., missing PPE). #Stay_Tuned #Stay_Updated #Project_Controls #Future #AI #Artificial_Intelligence #Mostafa_Abdelmonem

| A Hidden Misalignment in Construction Consultancy — And How to Overcome It | Bridging the Gap Between Commercial Strategy and Project Delivery in Consultancy Services As I continue my journey building DIVAM and actively engaging in business development, proposals, and client delivery, I’ve observed a recurring hidden challenge across the Construction Consultancy services - one that, in my view, deserves more attention. A noticeable disconnect often exists between Contracts, Commercial & Procurement functions and Project Delivery teams, particularly during the transition from proposal stage to execution. During the bidding phase, Rates and Resource allocations are typically negotiated and finalized by Commercial teams. However, when it comes to Client-side interviews and approvals, the expectations around candidate experience, qualifications, and deliverables are often significantly elevated—sometimes beyond what was commercially considered under rates agreed. This misalignment creates practical challenges: 1. Difficulty in sourcing suitable candidates within agreed commercial constraints 2. Delays in mobilization and onboarding 3. Increased pressure on delivery teams to balance quality expectations with limited budgets Another observation relates to fractional resource allocation coming due to % allocation, for example, 1.25 days (25%) or 2.5 days (50%) per week (assuming 5 days / week) or 1.5 days (25%) or 2.5 days (40%) per week (assuming 6 days / week). In practice, such allocations tend to be inefficient, as partial days are rarely productive or optimally utilized in a project environment. Key Question: If rates and resource deployment are commercially agreed upfront, should not the expectations on qualifications, experience, and deliverables be calibrated accordingly? From my experience, a more integrated approach could add value: 1. Align scope, deliverables, and reporting requirements with the level of resource allocation (e.g., 20%, 50%, 100%) 2. Clearly define expectations and competency levels during the proposal stage itself 3. Adopt & Align deployment % based on full-day deployment structures (1, 2, or 3 full days per week) instead of fractional allocations to improve productivity and accountability This is not about assigning responsibility, but about improving alignment across functions to ensure sustainable delivery and realistic expectations. Sharing this as a general observation based on experience in the market—keen to hear how others are addressing similar challenges. #UAEConstruction #ProjectManagement #CostConsulting #CommercialManagement #Procurement #Consultancy #Leadership #ConstructionInsights 

Key Interfaces between Planning Engineer and Project Engineer for EPC Projects: Planning Engineer's Outputs for Project Engineer: 1. Project Schedule: Provide a detailed project schedule, including milestones, deadlines, and critical path activities. 2. Resource Allocation Plan: Outline the resource allocation plan, including personnel, equipment, and materials. 3. Budget and Cost Plan: Develop a budget and cost plan, including estimated costs, expenditures, and cash flow. 4. Risk Management Plan: Identify potential risks and develop a risk management plan, including mitigation strategies and contingency plans. Project Engineer's Outputs for Planning Engineer: 1. Design and Technical Information: Provide design and technical information, including specifications, drawings, and data sheets. 2. Progress Updates: Offer regular progress updates, including status reports, completion percentages, and any issues or concerns. 3. Change Requests: Submit change requests, including scope changes, schedule changes, or budget changes. 4. Lessons Learned: Share lessons learned during the project, including best practices, challenges, and areas for improvement. Collaborative Activities: 1. Schedule Development: Collaborate to develop a project schedule that meets the project's technical, resource, and budget requirements. 2. Resource Allocation: Work together to allocate resources effectively, ensuring that the project has the necessary personnel, equipment, and materials. 3. Risk Management: Collaborate to identify potential risks and develop mitigation strategies and contingency plans. 4. Progress Monitoring: Regularly review project progress, identifying areas for improvement and implementing corrective actions as needed.

How to boost your Agile approach with TOC 🗝️ Agile isn’t a silver bullet—it works best when teams actively address its pitfalls. We believe that combining Agile with Theory Of Constraints and a 3-tier project management approach based on Critical Chain Project Management allows faster delivery, notably thanks to better managing the bottlenecks and thus improving flow, greater visibility and anticipation, while maintaining the flexibility and iterative nature of Agile. ▶️ Using TOC in an Agile environment: identify the bottleneck and manage work accordingly Let’s take an example of a development team which notices that testing is slowing down deployments : testing is the constraint. You must synchronize your system according to the bottleneck’s capacity and availability and increase its capacity: • Limit new development work until testing catches up. • Automate tests to increase throughput. • Increase collaboration between developers and testers to reduce rework. • Once and if the constraint shifts, reassess and repeat the process. The team will be able to deliver more and in a shorter time. ▶️ Using CCPM in an Agile environment: better support agile teamwork thanks to strategic planning and resource management When the focus is exclusively on teamwork through Scrum and Kanban, it is quite common that critical aspects of project management and portfolio management are neglected, resulting in disjointed efforts, wasted resources, and frustration across teams. Implement a 3-tier project management structure to avoid these issues: • Portfolio management acts like a control tower, deciding which projects to launch and when, considering resource limitations, prioritization thanks to the Portfolio Fever Chart • Project management, akin to a GPS, organizes the project, decides on resource allocation, and fosters a relay race-like hand-off on the critical activities. • Teamwork and project execution aim to accelerate problem solving and boost daily efficiency. ✔️ The key is balance: flexibility without chaos, speed without sacrificing quality, and structure without bureaucracy.

Last week at DICE (as I posted yesterday), I had several conversations with studios wrestling with the same challenge: how to fund development in a market where traditional publishing deals are harder to secure and equity investment is increasingly selective. I also spent time with some very sharp business development executives who are actively exploring alternative structures, particularly Joint Ventures (JVs) and Special Purpose Vehicles (SPVs) as project funding mechanisms. Those discussions were compelling enough that I decided to dive deeper into how these deals are actually constructed. Over the past several weeks, I’ve been making a deliberate effort to better educate myself on alternative go-to-market and funding strategies, especially models that support effective and profitable self-publishing. From what I can gather through my limited research, JV/SPV project funding for games generally seems to follow a familiar framework: -A standalone SPV entity is created for a specific title/s -Investors contribute capital (sometimes milestone-based tranches) -Investors typically recoup first, often with a preferred return (+10%) -Profit participation is shared based on negotiated splits (often 50/50 or down to 70/30 dev team) -Governance rights protect major financial and strategic decisions -The entity operates for a defined development + exploitation window One of the few publicly visible examples I’ve found is the Casino Game Cubes, Inc. Joint Venture Agreement, filed with the SEC (link in the comments). In that structure, the partners formed an SPV with defined equity, profit sharing mechanics, capital accounting rules, and unanimous governance provisions. For those that are doing these sorts of deals is this a good reference on structure? For those of you actively structuring or operating within JV/SPV project funding models, I’d genuinely welcome feedback, corrections, or additional perspective. This is an area I’m keenly interested in understanding more deeply as these financing structures appear to be gaining relevance across the industry. From our side, we’re particularly excited about where a model like this intersects with marketing and GTM strategy. Helping studios maximize commercial outcomes within alternative funding frameworks is a space my team is increasingly focused on supporting.