You are right when you state that it is difficult to apply standard yardsticks to measure a PM's workload. As we know, each project is a unique endeavor.
Factors such as size of project, number of stakeholders the project has, any new processes/ technology/resources including human resources being introduced in the project for the first time will play a role in a PM's activities (read workload).
Even factors such as the time of the year (a holiday season may require more communication, planning with stakeholders such as contractors and customer) or phase of the project ( user testing , “go live” may need more communication time from PM), familiarity with customer for a customer project ( so that PM or her organization know a customer’s standard project priorities based on previous experiences) can play a role. A new customer /contractor may need more communication time.
The above are some factors to be kept at the back of mind while deciding a PM's workload. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
In a well stablished project management environment (I do not like to talk about "mature") the percentage of work load for each project manager into each initiative is the 20%-25% or total initiative duration. I mean, if the whole initiative demmands 100 hours time expended on project management activities will be 20-25 hours. But as Suvrutt mentioned above and as I mentioned here it will depend on your project management environment. For example, when you assign to somebody as "project manager", this person will perform real project management activities? Or in fact she/he will be a project leader? Or a project coordinator?. Key here is to understand that the role name must be aligned with the role description. Saving Changes...
I would add that type of project (IT, Construction,...) could mean a different workload. I a construction project where you talk about subcontractor, have you done many project with the same group of subcontractors, or are they familiar with your methods.
Many factors are at play here. An innovation project could require much more PMT effort! Saving Changes...
Very interesting topic. It is very difficult- I think it is more an art than a science. Does anyone on here use HP PPM or Clarity? Perhaps they have metrics for this.
I agree all the comments above- (although 20-25% would be pretty high for a software development project) , but I'd also add that different PMs will have very different levels of input- most of us have probably seen projects from people who manage them with a very light touch, and others that heavily document everything and gold-plate the project processes, yet both can be equally successful in delivering the project overall. Saving Changes...
I agree that role definition to specificity is key in determining the number. 20-25% is a good general estimate, but I have seen that over time, it can drop to as low as 10% if you are in the same organization dealing with the same team members... a lot of the overhead could be minimized and you have more productivity Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I, personnally, add 20% to the total for project management. If you have a good PMO supporting you, it can go down to 17%. The PMO helps in tailoring organizational assets for use on your project. Saving Changes...
