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Johan Enfeldt

After Electrical Engineering Studies at the Royal Institute of Technology I started off in a project implementing IT-tools aimed to support processes and empower people at a Swedish Paper Mill. This was early, back in the days when desktop PC:s became the standard tool for most white collar workers. Ever since I have been fascinated with the power of interaction between People, Processes and Tools, and also: Horrified when seeing the results when People, Processes and Tools counteract. Most of my professional career, and especially the last 13 years, have been dedicated to the field of Project, Resource and Portfolio Management. I have met both reluctance and high expectations, I have met both success and failure. Over time I have learned what to look for when meeting a project oriented organization, a PMO, a programme or resource manager. Before getting into the “where are we heading, and how can we support that?” questions I look at the current state of People, Processes and Tools. It does not matter if it is a high profile PMO with flown-in-consultants managing a 500+ people business transition programme, a Product development team with some 10 skilled experts or the planning office for water and drains in a small municipality. I always need to look for the same things. I also have broad experience as a decision maker in the public sector with 23 years in politics at local, regional and to some extent national level. Most important I was on the board of Vallentuna municipality and the local leader of the liberal party. Later I was deputy leader for the liberal party in the regional parliament of Uppsala and on the board of health care.

How internal business models give project managers a bad name and leave line managers frustrated. Not to mention the team members.

In this seminar, Johan Enfeldt will share his experience of do´s and don’t´s from the field of Resource Management in project organization. How a “lets keep it simple”-approach decreased performance and caused more resource conflicts. How the very common and perhaps most logical “pay per use”- model can hide inefficient usage of people and skills. And more examples. What are the most common business models for resource supply? How will they impact the project performance? What is the biggest mistake line managers make? And most important. What does it take to avoid resource constraints?


Talent Triangle





  • tisdag mars 12 2019
    • 13.45
      C10Visuell Planering How internal business models give project managers a bad name and leave line managers frustrated. Not to mention the team members.+Johan EnfeldtJohan Enfeldt