You are currently leading three projects, each with multiple stakeholders. So far, you have managed to keep all of the projects on schedule, meeting key milestones as required of the project plans. But today, your manager assigns you yet another project. This project will need to launch within a week.
As your boss provides you with an overview of what is expected, you become excited. It is a high visible initiative in an area that you are very passionate about. But part of you begins to worry that you don’t have the bandwidth to successfully take on another project while keeping the others on track. Do you even have enough support staff for this new project? Based on the descriptions below, what approach would you take, and why?
? Project A: Has a critical deliverable due in two weeks. You have just enough support staff to meet this deadline, and keep the project timeline on track.
? Project B: Is tied to a larger and very critical organisation project. It is set to launch in six weeks. Support staff have been assigned. Though they are not actively working on the project right now, there are some pre-launch tasks that they will need to complete in three weeks.
? Project C: Is not active now, but its launch is dependent on the critical deliverable mentioned in Project A. As long as Project A continues in a timely manner, things should go well. This project is staffed, though no work is yet required of the team.
? Project D (the new project): As mentioned, the project needs to be launched within a week. The first deliverable is needed in four weeks. Saving Changes...
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Marek RudnickiPMO, Program Management, Project Management, Business Development| FreelancerPoland
Is this a real situation or certification question?
Sounds like the latter. Saving Changes...
I'd go back to my boss and have him/her prioritize my workload to enable me to successfully manage a subset of the projects. If he/she is unwilling to do that or tells me I need to manage all four, I'd educate him/her on the risks of excessive multitasking and put him on the hook for the failure of one or more of the projects.
In the situation you described, the problem is you are *worried* you lack the bandwidth. You didn't say you know for certain. I would recommend trying to remove the uncertainty.
If I were your boss and you came to me concerned that you don't know if you can take on another project, I'd ask you to show me why. Instead, come in with the why already, and a recommendation for what next.
You have 4 total projects to consider and the time line is a few weeks. Lay out the planned work for all 4 projects, from a functional (org chart) view. A sand-pile chart is an easy way to show that. You might have capacity in some places but not others. If so, now you have evidence to validate your concerns.
Then you can provide proposals like whether some tasks could be delayed, if it's possible but only with significant short term overtime, etc. To make those proposals though, you need to translate, "I'm worried that..." to "We lack capacity in these specific skills and here are the possible ways to absorb the additional work."
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1 reply by Heidi Sinel
Jun 11, 2021 7:22 AM
Heidi Sinel
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Very much agree. Data and planning are always key, and mapping out the projects to see where the overlap and possible resource issues are allows for realistic assessment and a way forward. While collaborating with a manager on solutions can be positive if the relationship supports it, I would only do so after doing my own due diligence and having one or more approaches to propose. I would not recommend asking someone else to prioritize my work. Project management is still management and as a manager I expect to manage priorities along with everything else that needs to be managed.
Financial Management Specialist | US Peace CorpsYaounde, Centre, Cameroon
Jun 07, 2021 4:57 PM
Replying to Kiron Bondale
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I'd go back to my boss and have him/her prioritize my workload to enable me to successfully manage a subset of the projects. If he/she is unwilling to do that or tells me I need to manage all four, I'd educate him/her on the risks of excessive multitasking and put him on the hook for the failure of one or more of the projects.
Product Operations Program ManagerBarcelona, Cataluña, Spain
It seems that you have done your due diligence and analyzed the situation. I'd bring this up to the suitable stakeholders (sponsor, steering committee...) and find a way forward, most likely by setting new priorities or onboarding new team members for carrying out certain critical tasks. Saving Changes...
I think you have to go back to your boss who should prioritize your tasks and provide the required resources Saving Changes...
Marek RudnickiPMO, Program Management, Project Management, Business Development| FreelancerPoland
Many already made good advice to analyze the impact per each project (independently) and present a summary impact to the boss so the issue can be addressed. Don't be afraid to go and talk openly about this. Even You presented enthusiasm (as You describe) on the first go, the next project is a great idea and no issue.
The best approach would be also to have a recommendation from you to your boss (every boss likes to have a recommendation, instead of just only analysis) on how to proceed.
Talk "impact for the project" rather than "We/I can not do this" Saving Changes...
Heidi SinelProject Manager at SAP| TAG CommunicationsEast Norriton, Pa, United States
Jun 07, 2021 5:54 PM
Replying to Keith Novak
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In the situation you described, the problem is you are *worried* you lack the bandwidth. You didn't say you know for certain. I would recommend trying to remove the uncertainty.
If I were your boss and you came to me concerned that you don't know if you can take on another project, I'd ask you to show me why. Instead, come in with the why already, and a recommendation for what next.
You have 4 total projects to consider and the time line is a few weeks. Lay out the planned work for all 4 projects, from a functional (org chart) view. A sand-pile chart is an easy way to show that. You might have capacity in some places but not others. If so, now you have evidence to validate your concerns.
Then you can provide proposals like whether some tasks could be delayed, if it's possible but only with significant short term overtime, etc. To make those proposals though, you need to translate, "I'm worried that..." to "We lack capacity in these specific skills and here are the possible ways to absorb the additional work."
Very much agree. Data and planning are always key, and mapping out the projects to see where the overlap and possible resource issues are allows for realistic assessment and a way forward. While collaborating with a manager on solutions can be positive if the relationship supports it, I would only do so after doing my own due diligence and having one or more approaches to propose. I would not recommend asking someone else to prioritize my work. Project management is still management and as a manager I expect to manage priorities along with everything else that needs to be managed. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
This question begs for a risk assessment. Identify the risk to each project due to the added workload, establish probability and impact and possible exposure. Develop mitigating measures including costs and dump the risk management plan on the bosses desk with following note:
"Here are the risks of the additional project, here are my plans to mitigate and here are the residual impacts. As these are different than initially discussed I suggest we involve the significant stakeholders in all projects and agree on the best course of action." Saving Changes...
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