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Clotilde, it seems that you ran out of space in the title. Could you rephrase?
For the record, having 1 PM managing 100 projects simultaneously is a chimera.
I would be interested in a dashboard of all projects, open or not yet started. I would then establish a prioritization scheme to find what to focus on and where to put my key resources (at most the top 20).
I would then evaluate these top projects along some easy parameters, like customer satisfaction, cost vs budget, milestones planned vs achieved, team morale, select the 3 with the most problems and let the lone PM fix them.
- management is using the available resources to do the tasks at hand
- multitasking is evil and to be minimized
- visibility is necessary to enable people
When I read 100 people working 100 projects, it sounds to me more like task execution than project management.
I have had teams where each PM may work around 10 projects, but in reality only one or two of those take significant effort and most manage themselves. The PMs just check occasionally to ensure they're still on track. The task scheduling system manages most work: People work on what tasks are coming due.
If there really are 100 projects, I'd have to consider them like tasks in a larger project. Some will take significant attention. Some will close without any PM involvement. The PM needs to figure out which need attention, and which are already being managed appropriately by others with little risk.
As Eduardo Hernández points out above, the heading is not complete, it must have been too long for the whole text to fit in.
Can you provide some further details.I think sharing the complete text you intended to include in the title would be a good source of information, at least for starters.
The question/post is not complete.
However, there are some resolutions to tackle the situation.
I'm thinking some, if not most, of these 100 projects are inter-related with common threads or objectives and dependencies. That being the case I would look at them as tasks (or sub-projects) forming a whole.
If there really are 100 separate independent projects each as a solution to a problem - project management is most likely not the solution. I suppose that if you are in the service business this could represent 100 separate contracts or purchase orders and each of those could be considered a project, but that's a different game. Then it becomes a assembly line.
So, the real problem is too many problems to deliver solutions to effectively. Focus on that rather than trying to apply project management principles to each and every one.
Dear Clotilde, you should get the aid of digital software to compile and manage a large number of projects: I recommend you the "TeleworkingMonitoring" solution. In this platform, you get a complete management dashboard for each project, and it is linked to Trello agile task manager. Members of the project can update the state of their tasks in Trello, and these changes are reflected on the "TeleworkingMonitoring" dashboard. Check this solution at this link: https://www.facebook.com/Teleworking-Monitoring-107369664431280 or contact them at this mail: [email protected]
Perhaps I did not understand your post. My perception is what that organization is calling "project" is not a project at all. You are talking about to a 1-1 relation between number of employees and number or open projects.
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