Here's how you can effectively juggle competing priorities and project constraints as a project manager.

management. ?? Risk Identification: Begin with a comprehensive risk assessment to pinpoint potential issues. According to PMBOK, effective risk analysis involves evaluating both likelihood and impact (PMI, 2021). ?? Prioritization: Rank risks based on severity. The Risk Priority Number (RPN) method can be useful here (Anderson, 2020). ??? Mitigation Strategies: Develop actionable plans to mitigate identified risks. Proactive planning ensures resource allocation aligns with potential challenges, as noted in a study by Harvard Business Review (HBR, 2019). ?? How do you prioritise risks in your projects?

In my experience the only way to mitigate risk is to aggressively seek to address the risks it in advance and take avoiding action wherever possible. Early in my career I was focused on UK defence projects which sort of treated risk management as an admin task. Later when leading a major project for the US DoD I witnessed their approach which was proactive and retired risks early. As any project matures the amount of things which can go wrong snowball and they can totally derail a project. It’s essential to take risk out early before it gets you!

?? Effective prioritisation is key in managing project constraints successfully. Leveraging the Eisenhower Matrix can transform your task management. According to Harvard Business Review, this tool is essential for distinguishing between urgent and important tasks, allowing project managers to focus on critical milestones (HBR, 2023). ?? Matrix Quadrants: 1?? Urgent & Important: Immediate action required. 2?? Important, Not Urgent: Plan for these tasks. 3?? Urgent, Not Important: Delegate if possible. 4?? Neither: Minimize these. By prioritising effectively, project managers can maintain focus and ensure timely project completion. How do you balance your tasks?

Sure it’s good to hit the most important first but this description suggests maybe its not possible to address all the needed tasks at the appropriate time. This attitude is suspect and maybe what’s really needed is a project reappraisal to make sure sufficient resources and expertise are being allocated and managed. The danger of thinking prioritisation is that it implicitly accepts inherent slippage in the project.

One analogy I've found helpful is that a project manager is like the conductor of an orchestra. When done properly, delegation is key to project success as it positions the right people to "play the right instruments" leaving the conductor (project manager) to control the tempo (delivery). The project manager, by seeing the bigger picture, is able to spot issues/constraints and then direct the appropriate resource to respond effectively.

Delegation is the act of structuring and populating a team with the knowledge expertise and experience needed to accomplish the project. Get buy in to the objectives, support the team and undertake rigorous reviews with peers. Development areas for individuals can be identified and help sought to provide the back up needed to avoid the risk of failure.

Set up a routine for review with all stakeholders and build relationships formally and informally. Identify SME’s and invite them to review or participate. Make everyone aware of issues and their needed contribution. Maintain a pace and stable discipline to inspire confidence and get support.