How do you balance competing priorities and demands within and across projects and programs?

As a coach to busy entrepreneurs, I recommend the Eisenhower Matrix framework for time management. This tool helps prioritize tasks based on urgency and importance, divided into four quadrants: Urgent and Important (Do First): Complete these tasks immediately to prevent negative consequences. Not Urgent but Important (Schedule): Schedule and plan for completion in the near future. Urgent but Not Important (Delegate): Delegate to free up time for more important tasks. Not Urgent and Not Important (Eliminate): Minimize tasks that don't contribute to success. This framework helps entrepreneurs balance competing priorities and process tasks more efficiently. By focusing on the most critical tasks, and scheduling less urgent tasks.

Drawing from the concept of a "Risk-Based Approach" commonly applied in compliance frameworks, I propose prioritizing outcomes that carry a greater potential to jeopardize the overall vision and mission if left unattained. To achieve this, project or program managers must thoroughly grasp the impact of each objective and outcome on the overarching strategy.

As a Public Servant, it is imperative to not fall victim to the cloud of bureaucracy. The red-tape barriers can demotivate anyone. However, I usually use a measured acronym. The acronym KISS (Keeping It Simplistic Short), in the workplace. We all have deadlines and must put together data/research policies for organizations. When the dust settles, organizations only care about 10 to 15 percent of the program/data you put together in your synopsis. Time itself is infinite; however, time is finite within businesses. All professionals have a role to play. Time can be your worst enemy in trying to explain every detail of a project, instead of using the KISS principle. This can help as a professional and be beneficial to the entire organization.

In my experience, balancing competing priorities and demands within and across projects and programs requires a thoughtful approach. Prioritization is key, as it helps identify the most critical tasks and allocate resources accordingly. Clear goal-setting and open communication are also vital, as they ensure everyone understands the objectives and can collaborate effectively. Delegation empowers team members and allows for efficient task distribution. Regular reassessment and flexibility are essential to adapt to changing circumstances. Ultimately, managing competing demands successfully requires a combination of strategic planning, effective communication, and a willingness to adjust as needed.

While defining objectives is foundational, it's equally important to ensure they are dynamic. Objectives should be revisited and potentially recalibrated at key milestones particularly when working at programme level. This allows for a more agile approach to delivery, accommodating changes in the business landscape or stakeholder needs.

Early on in a program or large project, focus on the risk issues and hammering down on these. No point going forward in the dark towards an objective that cannot be met. Then focus on realising the greatest benefits early - your value is measured under the curve. What's left are the low risk, but low benefit activities that you then should be capable of delivering on time and to spec. Don't be afraid to deliver a quick benefit simply - people tend to focus on the shiny at the expense of the prosaic - and quick'n'dirty has its own quality. A stepwise, sequential program that only delivers benefits on the last day is a disaster waiting to happen.

Prioritisation of projects is an important aspect of Portfolio Management. It is very important that all projects are classified based on the following:- 1. Compliance and Emergency 2. Operational 3. Strategic In the end every decision should be based on the strategic goals of the company and with the best interest of the customer.

One of the principles of agile framework is to use the effort vs outcome technique, which helps us prioritize the work that delivers the most value with the least effort. This technique is useful in tough decision making, as it helps us focus on the impact and feasibility of our actions.

I like visualizing the end game of every project including potential bottle necks. By reigning in on the bottle necks and keeping my eyes on the prize, priorities become clearer. Constant communication with key stakeholders is crucial as balls will inevitably fall despite one's best efforts.

Alignment is crucial, but it's not just about ticking boxes. It's about understanding the strategic importance of each outcome in the broader organisational context. Utilising Business Outcome Tracing can help to map how each project or programme outcome contributes to overarching business goals, providing a holistic view of alignment.

Objectives translate an organisation's strategy into Specific, Measurable, Assignable, Realistic and Time related terms. Project/Program Managers should base all their decisions to achieve the defined Strategy linked objectives. Objectives answer in detail where a firm is headed and when it is going to get there. Tools to achieve this are dime a dozen but it is the Project/Program Manager who is instrumental in achieving the objectives through program/project outcomes.

Program objectives should align to the strategy of the company. Every team member should know what by they are working on a program and how it would achieve the outcomes that are aligned to mission and vision of the company.

You cannot over communicate on projects with teams, particularly on large team based projects. Set up a pattern, cadence or routine on updates as well, whether they be emails, meetings or calls.

Communication is more than just dissemination of information; it's about fostering a two-way dialogue. Stakeholder collaboration platforms such as Slack, Teams or Discord can be invaluable in this regard, offering a space for real-time feedback and co-creation. This not only keeps stakeholders engaged but also allows for immediate course corrections, enhancing the project or program's chances of success. It can also add a layer of interpersonal collaboration which will foster a healthier team environment. Given your team can ofter be on assignment from unrelated areas of the wider organisation, bridging the gaps can be a crucial exercise.