Techniques for managing multiple projects
Here are some of the techniques to try when managing multiple projects:
- Time management: Many times project managers who are overloaded seem to be constantly fighting one crisis after the other. It just doesn’t seem to stop. You need to quickly determine what to do when and how much time you have. You cannot micromanage every single task as a program manager, and you’ll have to start focusing on managing your time among all your projects.
- Checklist for managing multiple projects: You should create a portfolio checklist for managing multiple projects. You could use a life-cycle checklist to help (e.g., Have I received all the specs? Have I involved QA on each project team?).
- Prioritisation of projects: You need to determine which projects are more important than the others. When faced with multiple projects, it’s important to decide what to do and in which order it gets done. It’s no use simply selecting any project you like and paying attention to that project alone. Careful analysis is needed to ensure that each project meets your company’s strategic objectives and that you are aware of target dates.
- Categorise your work: This strategy reduces complexity. You have to make progress on all fronts when managing multiple projects. Don’t leave one until next week and expect results. Check the progress of each project on a daily basis.
- Sequence work tasks: Ensure that for every project the tasks have been properly sequenced and that they make sense. I have seen managers run from project to project, grabbing at straws. It’s imperative that each project be clearly broken down into manageable tasks and that they be correctly sequenced.
- Create a dashboard: Use a digital dashboard to effectively capture and report on all the projects within your portfolio.
Do you often find yourself running from meeting to meeting, having one status report to do after another, and your progress really has a life of its own? Chances are you’re overloaded or just overwhelmed. If you’ve been allocated a few IT projects, it would be useful to first review what percentage of time you’ll actually be spending on each project. The estimate doesn’t have to be super accurate, merely a ballpark figure you and your project director or PMO manager can discuss. Figure A shows how you can easily determine the time allocated for each project. It’s a simple spreadsheet, which tells you if you’re overcommitting yourself.
Figure A
A recommended process
If you really want to make an impact when managing a portfolio of projects, you’ll need a method of prioritising and categorising all projects. Figure B illustrates a process for managing multiple projects, and I’ve found that it works rather well. Based upon your available time and your current workload, prioritise each new project handed to you. This prioritisation allows you to determine exactly when to start the project and how it affects your other project timelines. Assuming all is okay, you proceed to categorise the project tasks into categories (A, B, and C), which assist you in figuring out which tasks are more important than the others. Please note that other valuable techniques such as network diagrams or PERT charts could also be used, but I’ve found that a simpler way is most effective when managing multiple projects. These tasks are then captured into a centralised enterprise project tool such as these:
- Kidasa Milestones Professional
- Project.net
- Pacific Edge
- PMOffice
- Project Arena
- WorkLenz
These are a few of the great tools to use for to use for tracking and coordination. After all, if a task does slip, you want it to be visible so you can inform the client about its impact to the project.
Figure B
You should also:
- Determine how much time you have available for each project (use the technique in Figure A).
- Prioritise your projects according to the client’s business and IT strategies.
- Rank all project tasks into A, B, and C categories.
- Spend enough time and effort on tasks A for each project, and then proceed to categories B and C as deemed necessary (e.g., technical meetings or workshops).
- Notify the client if you cannot meet a deadline or complete a task.
- Capture all issues and risks into a centralised project database for efficient reporting.
Lessons learned
Here are some of the key lessons we have learned:
- Determine whether you are overloaded or overwhelmed. If you are, the chances are likely that any new project you take on will fail.
- Habitually and constantly prioritise project tasks.
- Ensure that you have committed enough time for each task or milestone.
- Learn to delegate and work as a team.
- Be able to track multiple tasks at the same time.
- Create a master project calendar with a timeline for each project—identifying the major project milestones and their dates. You will then be able to determine which projects’ milestones to concentrate on.
- Don’t use different reporting formats for each project. Use an integrated project-reporting tool, which allows you to capture and report using one standard.
- Create a single master project schedule (e.g., using MS Project, Primavera, Artemis, etc.) for yourself. This gives you a better sense of what’s going on.
- Don’t sit in your office or cube and expect results. As program manager, start wearing sneakers, and move among your teams on a daily basis.
- Provide regular reviews of your progress to your executive team. Project priorities or other things may change, and you may want to hear the news directly from the top.
Managing multiple projects can be successful if approached correctly. Today’s emerging solution is the project dashboard—a tool to manage an entire project portfolio.
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