Multiple Project Management Controversy

　　Project managers, who need to manage projects, are often more than just one. Sometimes because of business needs and company arrangements. At the same time, multiple projects need to be managed. When multi-project management is carried out, it is necessary to do a good job of priority planning, and it is not possible to treat all projects equally. Due to the importance and urgency of the matter, the project is also divided into large and small. It is very important to take appropriate management measures. The editor has compiled some practices and suggestions on how to manage multiple projects well. Those who are interested may wish to take a look.

　　Approach 1:

　　How to manage the current

　　projects

　　Reach and satisfy the company's most urgent needs. The tasks of each project should be clearly subdivided, properly and reasonably sequenced, and don't run around from project to project, grabbing everywhere, and getting tired of running. Now few project requirements are determined and will not be changed, so when the requirements change during the process of the project, you can observe what is the most urgent through the priority of project tasks, which change requests can be slowed down, and which changes can be changed. superseded by other changes.

　　(2) Establishing a multi-project management mechanism

　　I have recently been looking for a mechanism that can be used to manage multiple projects, how to alleviate the competition for resources among multiple projects, how to solve the overload and conflict problems of multiple projects in terms of time and resources, and how to solve multiple projects. Efficiency of project communication and developers in multiple current jobs.

　　Create a multi-project checklist that helps efficiently capture and collect work on all projects. This checklist monitors all ongoing projects throughout the process, gives a full picture of all projects (from planning, implementation, and closeout), and provides monthly updates on the progress of many projects. For example, a brief description of each project, schedule, stage of the project, and comments on the status of the project are listed, with a red, yellow, or green marker next to each project indicating whether the project is on hold, on budget, or in progress. Through this workflow, it is possible to see how a project has been prioritized and implemented.

　　(3) Use the time difference to avoid resource competition as much as possible

　　There are only a few people in the development of several projects, and how to allocate them reasonably and how to avoid competition and conflict of time and human resources is the key. Try to stagger the competition between multiple projects for the same resource at the same time, and use the time difference to develop multiple projects in time to keep key resources in a non-overloaded state.

　　If it is really impossible to solve the problem of time difference, and it is necessary to complete multiple project tasks at the same time, it can only be solved by increasing resources or determining the priority of project resources. Projects like short-term projects can have higher priority to use resources, but they cannot monopolize resources in the whole project stage all the time, such as the customer requires the project to be completed within one or two months. Increasing resources is generally not possible in many cases because it increases project costs. Although prioritizing the use of resources as the next policy guarantees the cost, it will inevitably affect the construction period of other projects. In practical situations, the cost and time should be weighed.

　　(4) In-depth understanding of the actual capabilities of the team, and proper authorization to liberate yourself

　　. Managing multiple projects is a chore. My energy and time are very limited. When developing projects, it is important to know the strengths and development capabilities of each programmer, and I must authorize some projects appropriately. Like the strong team ability, for those colleagues who are enterprising and responsible, the fully authorized management style can be liked by them. At the same time, their sense of responsibility also prevents them from exploiting some loopholes in extensive management to suddenly find me facing a mess. But if the team is weak, then I need to spend more time and energy to assist. Only in this way can multiple project teams proceed smoothly at the same time to the greatest extent possible.

　　I need to pay close attention to whether the multi-project is reasonable in terms of manpower distribution. There are very few projects that can be completed by 9 to 5, and the projects are basically in a state of severely compressed time. At this time, I have to consider whether the manpower arrangement is reasonable, and whether some manpower can be allocated from certain projects to support a certain key project or a project in the early stage of the crisis. Don't let some projects be half busy while others are very idle. This is very demoralizing.

　　Approach 2:

　　(1) Each project should be well planned, and personnel should be allocated in place.

　　(2) Use PROJECTG to manage the project

　　(3) Conduct periodic audits at each stage of the project

　　Practice 3:

　　1. Make plans according to the environment

　　2. Coordinate resources to fully grasp

　　3. Set nodes for multiple confirmations

　　4. Decentralize power Disperse pressure

　　5. Fixed-point tracking is good at summarizing

　　In short , multi-project management requires prioritization of projects, and each project must be properly planned and followed up. Follow up at some intermediate nodes in a timely manner, find problems in time, and do a good job in response and work adjustment.

　　This article is reproduced from Tuoyuan Youke: www.toyoke.com