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Situation 1. Workload -
Only you Ulrikke can be the judge if you are taking on too much of a workload. From what you are saying it sounds like you have everything under control and you can take on another project at this time. Work with realistic deadlines that you can hit.
Situation 2. Time estimation -
You need to do a Work Breakdown Structure(WBS) to get a better understanding of the tasks involved. Once you get a clear picture of all the tasks, you can then assign a date/time to complete each task. You need to use MS Project or a Project Management Software to create your project plan from your WBS. This will illustrate how much resources will be required to meet deadlines.
Situation 3. Teams -
Hold regular status meetings with your teams at least once a week.
Keep on top of your task deadlines by sending out emails reminding your team what will be due in the next two weeks. Have them give you a task completion percentage and report any issues.
You need at a minimum to update your project plan weekly to ensure that you are on track.
You are in the best position to judge your workload, and based on the analysis of the 2-3 initiatives you will be leading you should be able to determine whether having staff multitask between them will be effective or not.
If you have taken any lean training, you'll know that allowing staff to focus contributes to a reduction in delay and waste so there is a benefit in letting the team members be dedicated to one initiative at a time.
Selling your company's leadership on this won't be easy, but as PMs, we are expected to influence stakeholders' behavior to result in good outcomes for our company, society and the staff we work with.
1-you are the owner of your time and space. If up to you if you do not keep both safe. Work smarter, not harder.
2-take a look to Barry Bohem´s Cone of Uncertainty. Is the key.
3-trust. the only way to work with remote teams (I am doing that from more than 25 years ago). Focus?. make them feel they are the owners of the solution, not you. Is up to them if they do not fight for their time and space or they do not believe the solution adds value.
1. Checking your load and capacity can be done best by you. There are also no details which help in suggesting any other possibility.
2. Estimation if difficult then you may want to do a workshop for getting a better understanding by team members and possible constraints, suggestions and risks.
3. As others mentioned "Trust" is the key. You can do feedback sessions with team to know if it is too much (as you mentioned) and adjust the frequency of meetings might help.
It is important that team also accepts and trust you to support.
I echo what Sergio is saying. In my own words:
1. Basically it is that you only can change your own perspectives and behaviors, others will react to these.
2. Do not bother about the future, nobody can foresee it, but be clear about your priorities in tackling the uncertainties. Decide deliberately what not to do.
3. Make it safe for your people before you delegate
I personally tried to make myself dispensable, let others do the heavy lifting, empowering them and also caring for them. In the end leading means not to do everything yourself, but to build your people. For example, can you stick with running just the program and assigning project managers to the 2 projects?
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