Managing multiple projects presents many unique challenges to a project manager. In addition to developing an integrated plan for a single project, the project manager must satisfy conflicting stakeholder needs and balance resources and schedules in a multiple project environment. Shared resources must be managed through project prioritization.
When evaluating and selecting projects, key business drivers and the organization strategic goals are often not considered. Learning to apply a set of “filters” to assess all projects prior to making a “go-no-go” decision to commence a specific project is one of the key skills. Another is the application of scheduling techniques such as buffer management, which can aid the project manager in producing more realistic schedules.
Challenges
Many organizations have adopted project management best practices to manage projects more effectively, but project management on its own will not bring about the changes in improved performance that organizations are looking for. Project managers might try to compete for resources that are working on other projects in order to force their own projects ahead of schedule. Some of the consequences are:
· Other projects are delayed even more.
· Key staff members are working 60-hour work-weeks.
· Priority projects that only require two months of effort now take two
years to complete.
· Most projects run late.
Where to Start?
The first step in managing multiple projects is to assess the long list of potential projects and apply a system to help in the selection of projects.
Projects are often selected and prioritized based on filters and criteria like:
· Business Case
· Strategic importance
· Benefit or value to the organization
· Return on Investment
· Feasibility
Project managers then prepare a report and make a “Go” or “No Go” decision with key decision makers to commit to doing the project.
Selection Techniques
The selection and prioritization of projects is a two-step process:
1) Develop a balanced portfolio of projects. By categorizing projects, senior management recognizes that there are separate and distinct types and classes of projects and can assign teh right people to the right projects.
2) To promote the organization's long-term health and growth, it needs to invest in projects from each category. Project selection becomes a strategic business decision.
When evaluating and selecting projects, key business drivers and the organization strategic goals are often not considered. Learning to apply a set of “filters” to assess all projects prior to making a “go-no-go” decision to commence a specific project is one of the key skills. Another is the application of scheduling techniques such as buffer management, which can aid the project manager in producing more realistic schedules.
Challenges
Many organizations have adopted project management best practices to manage projects more effectively, but project management on its own will not bring about the changes in improved performance that organizations are looking for. Project managers might try to compete for resources that are working on other projects in order to force their own projects ahead of schedule. Some of the consequences are:
· Other projects are delayed even more.
· Key staff members are working 60-hour work-weeks.
· Priority projects that only require two months of effort now take two
years to complete.
· Most projects run late.
Where to Start?
The first step in managing multiple projects is to assess the long list of potential projects and apply a system to help in the selection of projects.
Projects are often selected and prioritized based on filters and criteria like:
· Business Case
· Strategic importance
· Benefit or value to the organization
· Return on Investment
· Feasibility
Project managers then prepare a report and make a “Go” or “No Go” decision with key decision makers to commit to doing the project.
Selection Techniques
The selection and prioritization of projects is a two-step process:
1) Develop a balanced portfolio of projects. By categorizing projects, senior management recognizes that there are separate and distinct types and classes of projects and can assign teh right people to the right projects.
2) To promote the organization's long-term health and growth, it needs to invest in projects from each category. Project selection becomes a strategic business decision.
