Managing Multiple Projects / Programs

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Juggling multiple projects is a challenge that Project Managers face (both new and seasoned PM’s). It may get complex based on the project’s components. How does a project manager prepare to handle such a scenario?

Following are some of the strategies that a PM can use:

PREPARATION

  • Proactiveness: Prepare well in advance. Understand the business priorities and gain knowledge of the projects that the organization is focusing on. Understanding the overall organization ecosystem and the focus areas will go a long way
  • Communicate: Speak to your business stakeholders, Project Management office, Portfolio / Program Managers. Set periodic connects with your stakeholders’ group to have a pulse of the organization
  • Put yourself out there: Be available for discussions and contributing your ideas on any of the business strategies and projects that you feel passionate about. Share your thoughts on how we as an organization can deliver this project

EXECUTING

  • Create plans / simulations: Share plans / simulations of how you can deliver projects. Having options will be the distinguisher in your conversations with stakeholders
  • Documenting: Recording the plans, decisions made will help set a baseline and instils confidence with the project team and stakeholders on the success of the project. If there are changes to the plans, follow the change management process to get the changes updated.
  • Metrics and Report: Agree on the key metrics for the project. You can leverage on the triple constraints – Time, Scope and Cost. Identify the project reporting needs and incorporate these metrics into reports
  • Tool: Use a single project management tool across all your projects. Select a tool and stick to it. Having different projects on different tools will cause a lot of rework & reconciliation of data. Use the tool to address any reporting needs
  • Communicate: Organize regular connects with your stakeholders to update on the progress. Discuss on the Risks, Assumptions, Issues, and Dependencies (RAID); escalate if needed. Seek inputs from the stakeholders in managing the RAIDs more effectively

CLOSURE

  • Completion checklist: Having a clearly documented acceptance criteria will help you articulate completion of work. Involve the user group in UAT to familiarize with the solution built and increase the confidence level on the product created.
  • Warranty period and post go live support: Partnering with BAU team would help resolve any customer complaints during the warranty period. Post warranty period if needed continue communication with BAU team. Proactive interactions with BAU team will highlight any new emerging user requirements that can help in building new functionality or maybe even a new product.

The best way to predict the future is to create it.” – Abraham Lincoln & Peter Drucker

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