Project engineers suffer from multiple tasks simultaneously. サンタクロース　トナカイ may look overwhelming at times, particularly when you could have 10 to 20 active projects under your control.

It is imperative that project managers understand the status of each project, their urgency and deliverables. It also seems the better you are as a project manager, the more projects you must handle at once.

When you manage multiple projects it is vitally important that you understand the final time deadline (the delivery date) and the overall budget.

Ultimately, your client is interested in two things, when can I have it, and how much will it cost. If you can satisfy time and budget constraints, milestones (as per the client’s expectations), you can be ‘held in high esteem’ by your client.

In order to manage and juggle this many projects, it really is vitally important that you realize 5 things …

The ultimate deadline and budget (

The significance and priority of the project

The entire tasks – High Payoff Activities, and Low Payoff activities.

Activities which might be delegated or outsourced.

Your role as a project Engineer / manager.

1. To be able to effectively manage multiple projects, you need to understand your total workload , and compare the projects deliverables. This is usually done using a project planner, or project management tools such as for example Microsoft Project. Once all projects are believed, hopefully not all deadlines and deliverables are NOT due as well. The Tip is to find out the true deliverable date. Often when a client is asked when they need to project completed, they will have a buffer built in so they can ‘sit on it’ for some time. If you establish the true activities that may follow the ‘deadline’, you may be in a position to safely extend the final date with the client – without detriment. If this is not the case, at the very least you can find out the significance of the ultimate date.

2. Not absolutely all projects are as important as each other. Some projects have other consequences, and tasks that cannot be achieved without the delivery of the original project. Without sounding callus, you definitely want to look after your most significant clients who have constant work flow and pay well and promptly. In most cases, it really is these most valued clients that should be looked after as priority number 1 1, because they are your ‘bread and butter’. . Keep them happy and your business should continue to motor along. Concurrently you will need to take good care of new clients who may have huge amount of money in future do the job based on your performance. They will usually not display all their cards to you, so the best thing is to make sure you take care of them and meet your deadlines. Ultimately you do not desire to spend 100 hours on a project that’s only worth 50 hours payment. It really is fine balance between current and potential future work. The trick is to recognise project importance early , and their future work potential.

3. Within many projects there high payoff activities and low payoff activities. High payoff activities are those that will get the most benefit out of there completion, and low payoff activities don’t generate too much benefit at their completion. The tip would be to recognise which activities / tasks are high payoff activities right in the beginning of the project. It really is these activities that needs to be given the priority and attention they deserve. Low payoff activities could be either tackled later, or delegated to others (it is crucial however to monitor the progress of low payoff activities otherwise they may be forgotten before end – or at a critical time). Constant updates to the overall task schedule is an excellent way to stick to track and monitor your progress on each project.

4. You don’t want to spend your valuable time on low payoff activities that you can do by others. Project management can be about delegating or outsourcing activities that are better completed by another person. Sometimes it is better to outsource a ‘time consuming complex design’ to an expert in the field, while you manage the procedure and the overall project. The old saying “if you need something done right you need to do it yourself” is not always the case in engineering and project management. You have to recognise and do a cost analysis on your time and cost on their cost (and delivery time). While they’re completing the task, you could be working on or managing another high payoff activity, that may ultimately allow a standard timely delivery of the project.

5. As a project manager, you ought to be generally ‘managing’ the project, and should not be ‘in the trenches digging the holes’. This is the job for the ‘soldiers’ or workers under your control. It is however important that you understand their skills and what they must be delivering for you. By ‘staying on top’ of this element (periodic meetings and minor milestones), reduces the frustration of you needing to ‘check and change’ their progress. It is your responsibility to deliver , which means you should ensure all things are moving ahead regularly, and communicate effectively and regularly with your team, and your client.