Seven Tips to Manage Multiple Projects

How many projects is reasonable for a PM to manage. Honestly, it depends on several key factors:

• The experience level of the PM
• The experience level or neediness of the project sponsor
• The experience level of the team members working on the project
• The significance of the consequence if the project was not delivered on time, on budget and within scope
• The amount of PM help (i.e., a project coordinator or administrator) the PM has available
• The size and scope of the project
• The degree of management focus on the project
• The non-project workload of the PM

Given these factors, I could tell you any number and be 100 percent right or 100 percent wrong, depending on the situation.

Far more important factors are the cumulative work and life load on the PM, the needed focus of each project, and what to do when need exceeds ability to respond.

Here are seven things I’ve learned through the years on how to manage multiple projects, right-size my focus on each, and raise the flag when it’s too much:

1. Put it all in your calendar. In this article?360 Calendar Management, @Lonnie Pacelli give some tips on how to construct a calendar that reflects reality. The meta point is that you need a clear starting point of how overcommitted you might be. Doing so means that you realistically put anything that consumes your time in your calendar.

This includes not just meetings, but also things like writing status reports, meeting prep time, one-on-ones, exercise, family and social functions, and time to just relax. It may look ugly and be depressing at first glance, but being real with yourself is crucial.

2. Examine where you might be over- or under-functioning. Some project managers are good at drawing boundaries around what they do for their teams, while others can tend to over- or under-function relative to need. Think of this as having an unbalanced focus on spinning plates: You could continue to spin a plate that is already spinning well—while other plates are crashing to the floor.

In looking at your calendar, intentionally look at where you are spending time doing things that others should be doing, or don’t need to be done at all. At the same time, look at where you may not be providing enough care and feeding for any projects. Adjust your calendar as appropriate.

3. Don’t accept burning the midnight oil as the norm. Sure, there are times you may need to work late to address a thorny issue or secure last-mile success. These sprints are part of what we do as PMs. But it becomes a problem when working crazy hours becomes the norm. Sprinting a 100-meter dash is fine; trying to sprint a marathon is unsustainable.

4. Courageously, objectively and specifically ask for help. In this article Asking for Help @Lonnie Pacelli discuss the importance of asking for help from a position of strength. Help could be in the form of offloading a project to another PM, bringing in coordinator/administrator support, or giving your leader specific to-do’s.

Whatever the ask, it’s important that you not just say, “I need help.” Rather, be very clear on what you need, why you need it, when you need it by, and what happens if you don’t get it. Make it as easy as you can on your leader to get you the help you need.

5. Hold your leader accountable to priorities. In some organizational cultures, it’s popular for a leader to advise followers to “just say no” when asked to do something. What I’ve seen over and over though is, “Just say no unless I tell you to do it anyway.” Another fave is, “They all are No. 1 priorities.” What a load of bull. Be clear on project priorities, consequences of failure, and where on the list your line needs to be drawn.

6. Document your asks. As unfortunate as it is, there are some leaders who, despite well-articulated asks, either slow-walk or refuse requests for help. If you’re in that situation, keep a clear paper trail on asks, follow-ups and responses (or lack thereof) from your leader. If something does fail, you’ll want to have documentation as to how your requests were not being met.

7. Ask a colleague or mentor to advise you. If you don’t already have one, find a seasoned colleague or mentor to review your project workload and calendar and provide advice on how to address the situation.

It’s easy to get myopic or develop a defeatist attitude about your situation. A fresh set of eyes might illuminate some things. Just make sure you’re genuinely open to feedback and willing to accept advice. That’s not to say you have to do everything a colleague or mentor says, just be a listening participant.

Being successful at managing multiple projects means understanding your total work and life load, optimizing your needed focus on each, and asking for help when need exceeds your ability to execute. Be mindful of how many plates you can keep spinning before they all start crashing down around you.