How is possible to manage more than 15 projects simultaneously?
Ivan MaciasManufacturing & Engineering Director Multi-Site| MAGNA InternationalGeneral Escobedo, Nuevo Leon, Mexico
Hello everyone,
I am the head of a New product introduction area. I am managing more than 20 project at the same time. What tools, strategies can be applied to track, supervise and identify risks?
Thanks in advance for your attention to this. Saving Changes...
Ivan MaciasManufacturing & Engineering Director Multi-Site| MAGNA InternationalGeneral Escobedo, Nuevo Leon, Mexico
Jun 26, 2018 8:13 AM
Replying to Sergio Luis Conte
...
Sorry, I fully disagree. What is complex for one organization could be not complex for other. And some organization will pay attention to complexity while other not. It is a matter of strategy. That is all about. Believe me, today I am working managing programs for all Latin America in one of the hugh companies in the world. Complexity is not a meassure for us.
Interesting, then how you control projects success/performance.
Recalling what i say in a previous post, when i refer complexity, I meant product complexity which make difficult to keep up with timings. But you are right, complexity is a subjective term qualification depending on the organization you work with, basically if I get your point right you say complexity depends on the strenghts and weaknesses of your organization, and how you work to overcome that combination will make complex the project or not.
If this is correct, then what is a trued measure/indicator to control projects in volume, I mean when they are too many. What are the tools, techniques, actions should be taken to at minimum be able to detect risks and keep them under control?
...
1 reply by Sergio Luis Conte
Jun 26, 2018 12:04 PM
Sergio Luis Conte
...
Is about solution, not project. Solution is equal to "the thing" to be created (product/service/result) plus "the process" to create it. That is what matter. Today is just quit impossible to be successful if that is not understanding. In the past, it could be the same, but some portfolio/program/project managers though in terms of project/programs instead of solution. That is the reason of all problems you have read from 1956 up to date. So, all related to project must be defined from product. That is something mostly missing. Projects and programs are started to create a solution to solve an organizational problem then the first thing to do is to understand the whole environment. To add some information that is the field of business analysis. Not new, lot of years outside there. Returning to your question, I do not own the thruth. I only wrote what I do from years to decide how much programs/projects a program/project manager of my tean can handle. My intention was to help you just with a comment.
Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Jun 26, 2018 8:13 AM
Replying to Sergio Luis Conte
...
Sorry, I fully disagree. What is complex for one organization could be not complex for other. And some organization will pay attention to complexity while other not. It is a matter of strategy. That is all about. Believe me, today I am working managing programs for all Latin America in one of the hugh companies in the world. Complexity is not a meassure for us.
You are joking right! I mean really, complexity has no bearing on a project? Let me correct you quickly:
a) Nowhere did I state that the parameters used to evaluate project complexity should or is the same for all projects.
b) Nowhere did I state that project complexity is fixed and can be compared across projects and organizations.
To name just a few common metrics - working with unknown tech increases the complexity of as a project, working with a large disconnect group of stakeholders increases the complexity of a project, doing this in one region of the world will have a different complexity that in another region etc, etc.
Based on the level of complexity you will adjust your strategy for execution, not the other way around. How do you define a strategy if you do not have insight regarding the complexity of a project? If I work with unknown/new tech I will define a strategy that places focus on this area to ensure it is managed properly by means of upskilling, resourcing etc. The next time I evaluate my project complexity this particular parameter will be down if I have executed the strategy correctly i.e. the new tech is not a threat anymore. If it increased or stayed stagnant then something is wrong e.g. I've lost SME skills and I can then adjust my strategy based on this information.
I won't bore you with my project palmarès.
...
1 reply by Sergio Luis Conte
Jun 26, 2018 11:35 AM
Sergio Luis Conte
...
That is what you think. But it is not what some organizations in the world consider. Again, is a matter of strategy. Is not about project. Is about solution.
It depends on size of the projects and its Complexity that we are talking about.And the amount of time you assigned to project management activities in each project.
As a project manager, you need preparing plans, attending meetings, making decisions, reviewing status report …etc.
Complexity of the project can be measured by number of team members, duration of the project, technology Complexity ...etc. ...
Mostly, your projects will fail to reach the desire timeframe, require budget or the scope, unless you are acting like a PMO manager and assign number of project managers to manager each project.
if we are talking about complicated projects. Personally, I believe normal project manager can handle up to 3 or 5 at maximum. For small projects, project manager can manage up to 10-15 (small projects)
...
1 reply by Anton Oosthuizen
Jun 26, 2018 1:24 PM
Anton Oosthuizen
...
I agree with your assessment Salem. More than that normally means you move more into a program management role and manage only high-level activities with a team of project manager managing the low-level activities associated with their respective projects.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jun 26, 2018 9:25 AM
Replying to Anton Oosthuizen
...
You are joking right! I mean really, complexity has no bearing on a project? Let me correct you quickly:
a) Nowhere did I state that the parameters used to evaluate project complexity should or is the same for all projects.
b) Nowhere did I state that project complexity is fixed and can be compared across projects and organizations.
To name just a few common metrics - working with unknown tech increases the complexity of as a project, working with a large disconnect group of stakeholders increases the complexity of a project, doing this in one region of the world will have a different complexity that in another region etc, etc.
Based on the level of complexity you will adjust your strategy for execution, not the other way around. How do you define a strategy if you do not have insight regarding the complexity of a project? If I work with unknown/new tech I will define a strategy that places focus on this area to ensure it is managed properly by means of upskilling, resourcing etc. The next time I evaluate my project complexity this particular parameter will be down if I have executed the strategy correctly i.e. the new tech is not a threat anymore. If it increased or stayed stagnant then something is wrong e.g. I've lost SME skills and I can then adjust my strategy based on this information.
I won't bore you with my project palmarès.
That is what you think. But it is not what some organizations in the world consider. Again, is a matter of strategy. Is not about project. Is about solution.
...
1 reply by Anton Oosthuizen
Jun 26, 2018 1:00 PM
Anton Oosthuizen
...
Project vs solution is a totally different discussion and has nothing to do the issue at hand. Everybody understands the shift that needs to be made from delivering a project vs a solution but it does not change the fact that to deliver that solution a project needs to be executed. Your strategy (google strategy) would be determined on how easy or difficult the project is perceived to be i.e. the complexity (google complexity). Why you are jumping in the solution bandwagon to answer the question only you will know :(. Stay on topic.
And the fact that not all organizations consider complexity as an important measure does not make it wrong, or right for that matter. This is like saying not everybody believes stealing is wrong so then it must be OK.
Regarding your other reply that your intention is to write how you decide how many projects a project manager can handle - that is great, we all have different experiences but refrain from telling others that they are wrong and only your experience is right, a common theme with most of your responses. And please feel free to correct me any time with facts (that's how we learn), not with what you think.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jun 26, 2018 8:29 AM
Replying to Ivan Macias
...
Interesting, then how you control projects success/performance.
Recalling what i say in a previous post, when i refer complexity, I meant product complexity which make difficult to keep up with timings. But you are right, complexity is a subjective term qualification depending on the organization you work with, basically if I get your point right you say complexity depends on the strenghts and weaknesses of your organization, and how you work to overcome that combination will make complex the project or not.
If this is correct, then what is a trued measure/indicator to control projects in volume, I mean when they are too many. What are the tools, techniques, actions should be taken to at minimum be able to detect risks and keep them under control?
Is about solution, not project. Solution is equal to "the thing" to be created (product/service/result) plus "the process" to create it. That is what matter. Today is just quit impossible to be successful if that is not understanding. In the past, it could be the same, but some portfolio/program/project managers though in terms of project/programs instead of solution. That is the reason of all problems you have read from 1956 up to date. So, all related to project must be defined from product. That is something mostly missing. Projects and programs are started to create a solution to solve an organizational problem then the first thing to do is to understand the whole environment. To add some information that is the field of business analysis. Not new, lot of years outside there. Returning to your question, I do not own the thruth. I only wrote what I do from years to decide how much programs/projects a program/project manager of my tean can handle. My intention was to help you just with a comment. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Jun 26, 2018 11:35 AM
Replying to Sergio Luis Conte
...
That is what you think. But it is not what some organizations in the world consider. Again, is a matter of strategy. Is not about project. Is about solution.
Project vs solution is a totally different discussion and has nothing to do the issue at hand. Everybody understands the shift that needs to be made from delivering a project vs a solution but it does not change the fact that to deliver that solution a project needs to be executed. Your strategy (google strategy) would be determined on how easy or difficult the project is perceived to be i.e. the complexity (google complexity). Why you are jumping in the solution bandwagon to answer the question only you will know :(. Stay on topic.
And the fact that not all organizations consider complexity as an important measure does not make it wrong, or right for that matter. This is like saying not everybody believes stealing is wrong so then it must be OK.
Regarding your other reply that your intention is to write how you decide how many projects a project manager can handle - that is great, we all have different experiences but refrain from telling others that they are wrong and only your experience is right, a common theme with most of your responses. And please feel free to correct me any time with facts (that's how we learn), not with what you think. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Jun 26, 2018 10:25 AM
Replying to Salem M. Alanzi
...
It depends on size of the projects and its Complexity that we are talking about.And the amount of time you assigned to project management activities in each project.
As a project manager, you need preparing plans, attending meetings, making decisions, reviewing status report …etc.
Complexity of the project can be measured by number of team members, duration of the project, technology Complexity ...etc. ...
Mostly, your projects will fail to reach the desire timeframe, require budget or the scope, unless you are acting like a PMO manager and assign number of project managers to manager each project.
if we are talking about complicated projects. Personally, I believe normal project manager can handle up to 3 or 5 at maximum. For small projects, project manager can manage up to 10-15 (small projects)
I agree with your assessment Salem. More than that normally means you move more into a program management role and manage only high-level activities with a team of project manager managing the low-level activities associated with their respective projects. Saving Changes...
Salem took the words out of my mouth. Yes complexity and size! My own opinion, complexity certainly is a major factor. I think everyone (well almost everyone) knows/admits this. And depending on the size, a simple project that is huge can be just as challenging as a small but complex project.
If some contributors here admit they "do not own the truth", they should probably refrain from frequently telling people "you are wrong" and just say they disagree, and then lay out their case why they believe that to be so. Saving Changes...
