In the middle of an equipment design, build, and test project for an offshore oil platform, the president of Surya Holdings company came to your office and explained to you that the company had a shortage in cash flow during the coming months. He asked you if you could bring in the customer design review and design drawings approval phase of your project, which was due in eight weeks, by two weeks so that the company could get paid 10% of the total project funding two weeks earlier. You told the company president that you would work on his request with your team members and with the customer's project manager and to get back to him in three working days. This was quite a challenge that was thrown in your lap on top of all your other project management responsibilities. The company president's request went to the top of your action item list because the company's cash flow health meant a lot to the morale of your team members and to yourself. Another twist on this issue was the inner workings of your customer who was Finnish. This was your first project for them. You had no idea if the customer's project manager and finance department would entertain such an earlier design review and phase 1 payment to you. Your team had to design, check, and release close to 40 drawings, 15 calculations, a structural interface drawing approved by the customer, and the control panel software code before the design review meeting. You had to cut your task duration by 25%. The first step was to discuss the situation with your team members. You had a team meeting with them the next day. You explained to them the company president's request to accelerate the first phase of your project by two weeks. You had six full time engineers working on the project. You went over every task, 140 of them, that had to be completed and over all the task interactions. The team members had good suggestions. One of them was to bring into your project a senior engineer from the manufacturing department full time for six weeks to check the design calculations and drawings. Another suggestion was to get two more workstations assigned by the IT department full time to our project for parallel finite element scenario runs. The third suggestion was to put in an extra hour a day to complete all the tasks before the design review. The fourth suggestion was to deliver the structural interface drawings in four weeks to your customer. You had to ask your customer's project manager to commit to review and a~prove structural interface drawings in two weeks by the design review meeting date. All these suggestions came from your team members. Nothing was forced down their throats. They all had a can-do attitude. You issued the meeting minutes in a controlled fashion through your document control and made sure that the company president got a copy. Overall the design review meetings went well. The managerial team members accepted all of the minor modifications the customer requested. Toward the end of the meeting, you arranged for your company president to come into the conference room and give a short appreciation and thank you talk to your customer's team. Alignment of the portfolio with the organizational changes' strategy serves two purposes. Most importantly, it gives rigor to the project selection process that favors projects in which expected results will contribute the most to achieving the strategy at the best cost.

Resource planning and management is an essential portfolio management process that can help you keep track your projects and their results.

Investigate FIVE (5) resource assessment processes in managing project portfolio environment in Surya Holdings company.

note : 5 point with 5 sentences of explanation. must relate to case study