September 28 & 29, 2020 | Virtual
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My rule of thumb, Neha, is to prioritize my work based on who is affected by my output. In other words, if I know someone is waiting for what I am doing, I will do it before activities that have no successors.
As the project manager, I can usually do the little bit that needs done to get other people going: schedule the meeting, review the deliverable, ...
Once you have the project management pieces out the door, you can spend some time on the project for which you are a contributor. Make sure you find logical stopping places in the work. You will need them for breaks and for switching back to PM tasks, as necessary.
I have managed in this way:
1. If you are managing / Involved in multiple projects then you have to differentiate them as Program or Projects.
2. If it is Program then you can start distributing related responsiblity to your core team members so that they can manage it, if something new and your presence is required then you can involve yourself
3. If Projects are different then up to streamlining the processes, initially to 2 to three months till all baseline and Project plan get signed off, your involvement/time is required after that you can involve your core team in a different activity and manage your time as per the requirement and importance and priority.
4. Like WBS you have to break it and allocate to team members and engage yourself wherever only required.
Hope I have clarified and may help this.
In addition to very good points above, my advice is that you need to manage your own time like you would with resources on projects you manage.
You only get 80% of your time for projects. The rest is overhead like general office meetings. Estimate how much of your time you can spend on each project and manage that like a budget. You are essentially building a resource calendar for yourself. Plan your days where you spend blocks of time dedicated to a single project rather than trying to multitask.
The PMBoK should not be considered procedures so much as a broad spectrum of all processes that could be applied. On each project, you tailor that superset to the subset and level of detail you need or can afford. If you can only spend 10 hours a week on one project, then your tailored process needs to focus on a level of detail that fits within your time budget, and where you can get the most value. I tend to focus on risks for where to prioritize, because they end up driving the schedule and budget variance. If everything went perfectly they wouldn't need PMs so focus on where the problems will occur.
You can use Task Backlog to organize your tasks, Kanban board to visualize them, Gantt chart to show schedule with deadlines and milestones. Those tools will not only help you to distribute your time for each task properly but also help to show PM of bigger project and your manager how busy you are at any moment.
I agree with Stephane. However, as a PM you should be able to prioritize and manage you time.
Hello Neha: At times this year I have juggled 4 projects with 18 hospitals - it is not easy and I call it "tap dancing on a moving floor". One tip that really helps me is to work in blocks of time on one project at a time. For example, I devote a 2 hour block to one project, then move to the next. I try to structure my calendar this way and it seems to help.
Hi All, thanks for the great suggestions. i think i will start with blocking my time first for each project on regular basis and will get back to the forum on hows that working.
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