i am a project leader of 3 projects at same time，and most milestones even very close，so there is resource conflict and i am overburdened. How to ensure each project goes smoothly?
This year, so many localization projects needed in our company, and board managers want all projects released at end of this year. Actually if only i focus on and addicted to one project, i believe i can success to release it on time even ahead of schedule. But now , the only barrier is that the resource limits and conflict (test resource, team member workload, etc.).
In theory, these 3 projects are all waterfall types i need conduct more risk/cost/ schedule management before kicking off. In fact, i conduct some agility -use rolling schedule and sprint to launch max value work packages. I don't know whether some one encounter the same situation. Can anybody give me some advice? Saving Changes...
Valerie WelbournChief Operating Officer| Ed Holmes & AssociatesHendersonville, Nc, United States
Apr 04, 2022 2:01 PM
Replying to Thomas Walenta
...
Yong Li,
my advice would be first to stay calm. Understand your emotions and try to control them, e.g. by meditation, yoga, walking in fresh air. If you feel stressed and overburdened and alone with your problems, you cannot think as good as you need to. If you have a mentor, ask them, if not get a mentor.
Consider and analyse your problems and their context, visualize them. Only then find at least 2, better 3 options for each (divergent thinking). If you have a team you trust, involve them.
Compare the options and select one of them as the solution (convergent thinking). Solutions might be what the others said.
We all were in these situations, it is a good learning opportunity for you.
Thomas
Thomas,
Thank you for your post. These tactics can be very powerful. Saving Changes...
Eric MartineauStrategic and operational Product and Project Manager| DaxemQuebec City, Pq, Canada
I am a bit late with my answer, but one important thing we often don't talk about is the workload capacity of the project manager itself. We always talk about team workload capacity, organization workload capacity for projects, etc. But rarely about PM workload capacity. And this one can have a major impact on the performance of the managed projects.
The only way to be the most predictable possible with the outcomes of the projects, is to work to match the capacity with the demand. Sit the people that are doing the work together each 3 months (it is an example) and build a plan that take care of the interdependencies (and prioritize based on that). Slice the plan in increment of two weeks and adapt. At the next 3 month window planning, adjust based on the last 3 months to be better.
In this planning, also match your capacity, as a PM, with the demand. You will be able to explain if your workload is too big.
Companies and bosses, they want to deliver value... for that, they need to understand if it is not working (ex. : too much workload on the PM).
Keep your good work.
Eric Saving Changes...
Mohammed AlansiPMO director | Citratop construction & consultantSanaa, Sn, Yemen
This challenge poses a big dilemma for many project managers, but the best solution from my point of view is the gradual process of estimations, starting from the top to the bottom analogies then parametric and finally go to the more accurate analysis and then starting to go into the details so that if you do not have time to detail all the projects, you will at least put them on the right path and prefer to stay in one life cycle approach or use the hybrid system so as not to be scattered in the models Saving Changes...
Vijay SuryavanshiProject Manager - Engineering| RECARO Aircraft SeatingPlantation, Fl, United States
You start with Capacity planning and the number of resources available for the three projects. (Come with an estimate of the three projects, if possible, by working with your management.). A top-down approach is required. There are other programs or projects in your organization, and you may have to fight for your share of resources. Know where your projects stand in terms of priority as well from your upper management.
For the three projects, know your start and end date, along with milestones. MS-Project can help you generate this in detail for all the three projects.
Define dependencies and constraints if any. Generate Gannt chart for all tasks. in detail. For this work break down structure is important. All deliverables in each phase can be broken down to tasks that consist of requirements gathering in Kick off phase, build proto in Critical phase, Updates from customer, Revise proto build, QA check and implementation.
Assign resources (may be say a Business Analyst, Designer, a developer or Software engineer, QA, and Project Manager) in MS Project for each project. Assume work hours of 8 and take into account holidays and weekends. The software when you click resource usage highlights places where resources are overloaded.
The following are the documents you have to submit to your upper management 1. Project request form 2. Project approval form. 3. Initial risk assessment (Any test failure or schedule slippage possibility, resource constraint so on and so forth) 4. Detailed MS project (time and resource schedule) 5. Detailed cost plan (MS Project plan + Cap ex, if applicable) 5. Business plan 6. EVA/ESA planning if required
Hope this clarifies.
PS: Your management wants to look at the three projects. Usually, it is normal for a project or program manager to have 3 projects. Whereas portfolio managers handle bunch of projects or even smaller programs (related projects). Do NOT be overwhelmed and lost just in one project. Focus on what your management's expectations is and provide the same. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
Thanks for sharing everyone's insights! Saving Changes...
Rana SinghFunctional Manager| NCC LTDNoida, Uttar Pradesh, India
Such situation arises due to over commitment of delivery of the project in limited resources leading to resource conflict. To counter the situation, Brain storming with project team be a tool to find out the effective ways like Resource leveling or fast tracking etc. without any repercussions as a secondary risk on cost etc. . Inputs of Mr Thomas will play in balancing the approach in tough time. Saving Changes...
