Project Management

Please login or join to subscribe to this thread

Product Manager capacity to manage multiple projects at same time

linkedin twitter facebook   PMO   Portfolio Management   Product Management   Scope Management  
avatar
Jose Germano Eldorado Brasil Brazil
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.
Sort By:
< 1 2 >
avatar
Francisco Matheus Chagas
Community Champion
Project & PMO Manager | Research & Enterprise Mentor| GFB Holding South America, Brazil

To effectively manage multiple projects simultaneously, particularly outside a rigid Waterfall approach, the core technique involves explicitly mapping each project's competency demands against your team's available skills. This allows for a subjective assessment of skill gaps or abundance. Your T-SHIRT model is an excellent framework for categorizing project complexity, and thus, inherent skill needs, by size (S, M, L). To enhance this, create a detailed competency matrix for each project, outlining specific skills required (e.g., front-end development, data analysis, risk management). Comparing this with your team's proficiency clearly identifies skill overlaps, surplus capacity, or critical deficiencies. This insight is vital for strategic resource allocation, targeted training, or judiciously declining projects to ensure a sustainable workload
avatar
Mohammad Junaid Khan
When managing multiple projects outside a strict waterfall portfolio, capacity modeling becomes critical. We’ve had success using relative sizing techniques like T-Shirt sizing combined with resource load analysis to forecast realistic throughput. This approach helps visualize trade-offs and supports transparent prioritization conversations with stakeholders.

Your Tetris analogy is spot-on—capacity planning is as much about governance as it is about adaptability. I’d recommend pairing sizing with value-based prioritization so decisions to defer or decline projects are strategic, not reactive.
< 1 2 >

Please login or join to reply

Content ID:
ADVERTISEMENTS

"This planet has - or rather had - a problem, which was this: most of the people living on it were unhappy for pretty much of the time. Many solutions were suggested for this problem, but most of these were largely concerned with the movements of small green pieces of paper, which is odd because on the whole it wasn't the small green pieces of paper that were unhappy."

- Douglas Adams

ADVERTISEMENT

Sponsors







Vendor Events

See all Vendor Events

Newsletters

Jun 3: The Career Problem Facing New PMs
May 20: Your PM Career as a Project Life Cycle
May 13: The Big Lie After Layoffs

See all newsletters