Project engineers suffer from multiple tasks at once. It may look overwhelming at times, particularly when you might have 10 to 20 active projects under your control.

It really is imperative that project managers understand the status of every project, their urgency and deliverables. It also seems the better you’re as a project manager, the more projects you should 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, the client is interested in a couple of things, when can I own it, and how much will it cost. When 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 is vitally important that you understand 5 things …

The ultimate deadline and budget (

The importance and priority of the project

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

Activities that could be delegated or outsourced.

Your role as a project Engineer / manager.

1. So as to effectively manage multiple projects, you must understand your total workload , and compare the projects deliverables. This is usually done utilizing a project planner, or project management tools such as Microsoft Project. Once all projects are believed, hopefully not all deadlines and deliverables aren’t due simultaneously. The Tip is to find out the true deliverable date. Often whenever a client is asked when they have to project completed, they will have a buffer built in to allow them to ‘sit on it’ for a short while. If you establish the real activities which will follow the ‘deadline’, you may be able to safely extend the final date with your client – with no detriment. If this is not the case, leastwise you will discover out the significance of the ultimate date.

2. Not all projects are as important as one another. Some projects have other consequences, and tasks that can’t be achieved minus the delivery of the initial project. Without sounding callus, you certainly want to look after your most important clients who’ve constant work flow and pay well and promptly. In most cases, it is these most valued clients that needs to be taken care of as priority number 1 1, as they are your ‘bread and butter’. . Keep them happy as well as your business should continue steadily to motor along. As well you need to take good care of new clients and also require huge amount of money in future do the job based on your performance. They’ll usually not display all their cards to you, so the best thing would be to make sure you look after them and meet your deadlines. Ultimately you don’t want to spend 100 hours on a project that’s only worth 50 hours payment. It is fine balance between current and potential future work. The secret would be 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 the ones that will get probably the most benefit out of there completion, and low payoff activities don’t generate an excessive amount of benefit at their completion. The end is to recognise which activities / tasks are high payoff activities right at the start of the project. It is these activities that needs to be given the priority and attention they deserve. Low payoff activities could possibly be either tackled later, or delegated to others (it is crucial however to monitor the progress of low payoff activities otherwise they might be forgotten before end – or at a crucial time). Constant updates to the entire task schedule is a fantastic way to stay on track and monitor your progress on each project.

4. You don’t want to spend your precious time on low payoff activities that can be done by others. Project management is also about delegating or outsourcing activities which are better completed by another person. Sometimes it is better to outsource a ‘time consuming complex design’ to a specialist in the field, when you manage the process and the overall project. The old saying “if you wish something done right you need to do it yourself” isn’t always the case in engineering and project management. サンタクロース　トナカイ have to recognise and do a cost analysis on your time and cost on the cost (and delivery time). While they are completing the task, you will be focusing on or managing another high payoff activity, that will 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 essential that you understand their skills and what they should be delivering for you personally. 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 really is your responsibility to deliver , which means you should ensure everything are moving ahead in a timely manner, and communicate effectively and regularly with your team, and your client.