Staffing is an essential part of project management that involves identifying the right people, determining their roles, and ensuring that they have the necessary skills to complete the project. Staffing a project can be a challenging and time-consuming process, especially for large and complex projects. The organizational staffing process involves answering three key questions: what people resources are required, where will the people come from, and what type of project organizational structure will be best?

To determine the people resources required, project managers need to decide on the types of individuals or job descriptions needed, how many individuals from each category are required, and when these individuals will be needed. Often, project managers have to make trade-offs, such as accepting an average-performing employee to ensure continuity or choosing the best employee but risking the possibility of losing them to a higher-priority project.

Once the resources are defined, the next question is whether to staff from within the existing organization or from outside sources, such as new hires or consultants. The answer to this question will indicate which organizational form is best for achieving the objectives. It could be a matrix, product, or staff project management structure.

Not all companies permit a variety of project organizational forms to exist within the main company structure. Those that do, however, consider classical management questions before making a decision, such as labor specialization, span of management, planning requirements, delegated authority relationships, established performance standards, rate of change of job requirements, horizontal or vertical organization, economics, morale implications, and the need for a unity-of-command position.

Mutual trust between project and line managers is crucial, especially during staffing sessions. Once a project manager has developed a good working relationship with employees, they would like to keep those individuals assigned to their activities. However, the project environment is symbolized by temporary assignments, and subordinates may make the superior look good in the performance of their duties.

In conclusion, the organizational staffing process is a crucial part of project management. The process involves identifying the right people, determining their roles, and ensuring that they have the necessary skills to complete the project. Project managers must also choose the appropriate organizational structure and make trade-offs when necessary. Mutual trust between project and line managers is essential for success, as is effective communication, teamwork, and a sense of esprit de corps among team members.