Please enable JavaScript.
Coggle requires JavaScript to display documents.
Resource overutilization - Coggle Diagram
Resource overutilization
Planning Issues/
Project prioritization issues
Priority List Issues
List is not a good planning tool
No priority list for day-to-day tasks
No Resource allocation planning considered
Effort involved is not captured
Multiple Projects prioritised at the same time
No common priority list within DPG
Each Pdt Manager has his own list, PPL(PECVD) -> several EPL under it,
Choosing priority b/w Projects belonging to diff programs is a challenge
Priority List not mapped to available resources
Different priorities across teams/No common priority across teams
No coordination on priorities
Execution planning
Prioritizing execution tasks at Project lead level is a challenge
Not able to push back because of Management level committments
Sudden reprioritizations
Several nuances/work not tracked in PPL
Project Planning concerns
Engineer Manager involved in planning?
Dependent Teams not aligned when planning?
Upfront detailed planning not done
Project Management processes not followed (at Engineering level)
No Change Management mechanism
No plan approval mechanism
No Project Manager to shield
Scope creep from Initial Requirement to DDR
Resource Planning concerns
No resource planning done while initiating project
Cross team resources not planned and allocated
Resource time not clearly allocated
Productivity Issues/Barriers to Execution
Communication Systems
Follow ups/hand offs with centralized teams - Excellence, PB etc
Lack of dedicated Program/Project Managers?
Lack of alignment systems?
Prioritization problem
Enterprise systems
single point access to SP, iEWR etc
Multiple interfaces - Creo, TC, iPLM, BOM comparision, ERF
UEP will resolve?
common data location for a Tool - GPS, Manufacturing,Engineering
WFH
more meetings/need to stretch to get work done
restrictive bureaucracy
ITD, finance,HR
Local Procurement process
Engineering Systems
Insufficiently detailed CAD
CAD and SOEs not linked
Cable Routing (3D)
No operational problem notification and resolution system
Unplanned assignment of tasks
Task assignment from Multiple sources
(Manufacturing, Field, Product Manager, Product Ownership)
Lack of a coordination mechanism b/w Product Manager, Program Manager and Engineering Manager
No clear decision maker
No clear allocation of resource time
No clear process on who, when & how a task can be assigned to a resource
Too many diverse activities
BU Projects
LIGHT Projects
DPG Strategic Projects
PRs
Leap
Organizational activities
Trainings
Matrixed BU Role and Lam India role
Customer Escalations
not addressing systemic issues (Ex: OB Issue)
Project Management principles not followed
Lack of proactive resolution of Systemic issues (Ex: OB Issue)
systemic issues pushed down the road
the whistle blower will be expected to resolve the reported issue
Lack of Automated Tools/
Engineering Manager not able to push back
We do not have a prioritised dashboard to communicate
No tool readjust resource allocation across Projects
No tool to map Projects to available resources and viceversa