Manpower Planning—Make a “Moral Contrac”

Abstract

One key to manpower planning is forecasting realistic and accurate man‐hour projections for work in‐house or work in the proposal stage. A method used by the writer for ten years to project man‐hours for in‐house work or potential work when the probability of success is greater than 80% is simple, fosters team spirit, and, most importantly, works. It involves a “moral contract” with each employee who participates in the project from the project manager to the drafter. At a short meeting with all project participants, one should: outline the work; establish preliminary task assignments; and ask the participants to project man‐hours required to complete tasks and what must De accomplished, all before they can begin their tasks. Quickly follow‐up with another short meeting so that all participants can finalize their man‐hour projections and any ideas which affect the project. Verbally confirm the man‐hour projections that they have estimated in the presence of all attending the meeting; state that these are the target goals for the project. The benefits that evolve from this system include: differing points of view; fresh ideas; increased employee pride in their job; motivated employees; and employee‐established goals. Other benefits that accrue include established standards for future work and honorbound goals that can be monitored.