I would like to know if you use any technique to measure the ability to manage multiple projects at the same time when it is not possible to ‘fit’ in a portfolio waterfall mode. :)
Note: I understand that the complexity of the project depends on several internal factors of the company and scenario. I am initially looking for some references and ideas to be able to apply
Example: I am studying to use the T-SHIRT model to define (I can work on 2 Small projects and a Medium project at the same time. Or 1 Large and 1 Medium project at the same time). The definition of the size I take into account technical and business complexity.
This budget time arrives for next year and I have to make a Tetris here in the portfolio to be able to adapt all of them, and even in some cases also decline the project, given the relevance of it. Saving Changes...
I have fond that models like that are only accurate if you have a lot of history to collect data. They are suitable for a very rough estimate only, then you need to look further.
Just like not all projects are the same, nor are all PMs. As a PM lead estimating our budget needs, I consider skill levels and backgrounds to figure out who can take on how much. For my own threshold, I have to reduce my time spent on projects to focus on team leader type work such as estimating our budget needs. When we are increasing staffing and I'm asked for what we need, I think of it more as skill levels than headcount.
With small and medium projects, it very much depends on lifecycle. Ideally I can help balance the load by predicting when they require the most activity, and when the PM is mostly monitoring. If your project labor spending is normally an S-curve, then you can work more projects if the steep parts don't align. Saving Changes...
There are five factors which I've found will strongly influence this:
1. Project complexity - the people-oriented factors weight heavier here such as size of team, number of distinct key stakeholders, number of third-party providers and so on
2. Delivery approach & point in the life cycle - for example, a predictive approach tends to require a lot heavier involvement upfront
3. Organizational PM maturity - the lower the maturity level, the higher the burden on the PM
4. Flexibility of constraints - if all key constraints are extremely constrained (no pun intended), that will reduce the number of projects the PM can juggle
Kiron gave a good summary of considerations when managing multiple projects. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
20% of project total time is spending on manage it. this is a rule of tumb that could depends on lot of factors you and others stated here. So, it will help to understand how much projects could be managed at the same time. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Would look into program management, a product manager who is managing several projects to enable their product(s) actually runs a program ('achieving benefits that are not available from managing the projects separatly').
This means the focus is on integration, stakeholders and benefits and it may require to staff project managers to the projects. Elevating the span of control beyond projects. Saving Changes...
Thank you everyone for your contribution to the topic. Each one certainly brought a point for reflection and data to support this process. We know that each PM scenario is unique and we have several variables to consider, but they brought up several points that will contribute to my situation. Saving Changes...
A product manager’s capacity to handle multiple projects relies on prioritization, delegation, and time management. Clear goal setting, efficient resource allocation, stakeholder alignment, and use of project management tools enable balancing competing demands while maintaining quality, timelines, and strategic focus across initiatives.
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Jose Germano Managing multiple projects isn’t just a matter of time allocation, it’s an exercise in balancing complexity, cognition, and clarity.
I fully agree with Kiron’s five factors (complexity, approach, maturity, constraints, capability) - they form the technical backbone.
To make it actionable, I add two complementary layers:
- Cognitive Load Awareness – quantify the mental/context-switching effort, not just schedule hours.
Two small projects with high cognitive friction can drain more capacity than a single large one.
- Strategic Relevance Mapping – evaluate alignment and impact before accepting or declining new projects.
In practice, capacity is less about “how many fit” and more about how many can be sustained without eroding quality or clarity.
Think of it not as Tetris of tasks, but as an architecture of attention and impact. Saving Changes...
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