How can you avoid overcommitting and missing deadlines?

You can't know whether you can fit work in unless you know how much time it will take either as a on-off, or regular task. So become good at estimating the commitment (time or otherwise) needed for tasks. That's a subject in itself, but give yourself a chance of success by being fair to yourself about how long you think something will take. If you're put on the spot in a meeting, ask for time to think about it - even if people have to sit and wait for a minute or two. Alternatively, come back to them later with an estimate. No-one will sensibly refuse you time to get it right. Once you understand the size of the task, you'll know whether you can fit it in.

Prioritisation and Planning: Strategies for Delivery Leads In the role of a delivery lead, mastering prioritisation and planning is pivotal. Incorporate the Eisenhower Matrix, a powerful tool that classifies tasks by urgency and importance. Swiftly address tasks falling into the urgent and important quadrant (Quadrant 1), strategically schedule those important but less urgent (Quadrant 2), delegate tasks that are urgent but not pivotal (Quadrant 3), and minimise less urgent and less important tasks (Quadrant 4). Additionally, implement the 2-Minute Rule: handle tasks taking less than two minutes immediately. These techniques streamline workflows, ensuring that, as a delivery lead, you navigate projects with efficiency and precision.

In my experience, saying "NO" is a skill that most developers lack. We often assume the timeline that is the best case scenario for solving a problem and keep no buffers. This results in saying "YES" to a lot of things that realistically won't be possible. If the problem statement is broken down into the smallest chunks for estimating timeline, and then a 20% buffer is added on top of it, the art of saying "no" might come easily to us.

Mastering the art of saying no is crucial for success and fulfilment. Three tips guide you in strategically harnessing the power of refusal. First, consciously invest time and energy by declining non-essential tasks, preserving resources for goal-aligned activities. Second, assertive communication maintains healthy boundaries, fostering an environment conducive to personal and professional growth. Third, strategic refusal lets you focus on priorities, creating space for aspirations that truly matter. By incorporating these tips into decision-making, you sculpt a life aligned with values, unlocking potential and improving both personal and professional spheres.

Delegation is a crucial managerial skill, lightening workloads and improving team effectiveness. Three key benefits: Optimal Resource Utilisation: Delegation allocates tasks based on individual strengths, ensuring efficient team productivity. Employee Development and Motivation: Delegating tasks fosters professional growth, boosting morale. Empowered employees are more motivated, positively impacting team dynamics. Time Management and Strategic Focus : Delegating tasks allows managers to focus on high-priority activities. In summary, delegation is a powerful managerial tool that improves effectiveness and cultivates a dynamic, motivated team by recognising strengths and empowering through delegation.

You can also say "no, because .. xyz " which gives those who are asking you to take on the task a chance at prioritising. It might be that xyz can wait.

If your'e over-committing and missing deadlines, it hints that you're agreeing to too much without planning. If you're a developer and project manager, as is sometimes the case, then this comes down to checking in on yourself. However, if the project has a project manager and you're a developer, and the two are distinct, then the "planning" part involves them and you. In a perfect world, it wouldn't be the developer's choice to take on more work, unless the project plan shows they can and the PM allocates it. The reality is often a mix of the two - e.g. developers might be working on other projects not immediately visible to the PM for the project in question. Communication and being clear about existing commitments is key (as always !).