Effective Tools for Multiple Project Management
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== Abstract == | == Abstract == | ||
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Considering the diversity of the projects handled in MPM, managers tackle challenges on a frequent basis. Looking at the prior art it is very difficult to tabulate these standards into a standard list as projects are unique and challenges associated with the can be uncertain at times. These challenges can vary as the nature of project varies from time to time and these natures of project can affect the efficiency of MPM. For instance, explained by J. Payne in his work of reviewing MPM, he gives three key differences a project because of which managing them would get complicated. The key differences between projects in a portfolio are in terms of size, required skills and urgency. | Considering the diversity of the projects handled in MPM, managers tackle challenges on a frequent basis. Looking at the prior art it is very difficult to tabulate these standards into a standard list as projects are unique and challenges associated with the can be uncertain at times. These challenges can vary as the nature of project varies from time to time and these natures of project can affect the efficiency of MPM. For instance, explained by J. Payne in his work of reviewing MPM, he gives three key differences a project because of which managing them would get complicated. The key differences between projects in a portfolio are in terms of size, required skills and urgency. | ||
| − | There are also some challenges that are specifically highlighted related to managing multiple projects | + | There are also some challenges that are specifically highlighted related to managing multiple projects <ref name="MPM1">. Daily interfaces with other projects, prior negotiation for resources and delivery related objectives are the ones mentioned. |
Managing such project requires can also generate challenges for managers in their management and leadership roles. While managing, the manager can probably face challenges like switch between projects while planning, budgeting, monitoring and controlling. Whereas while leadership challenges can be bringing coordination and motivation of different project teams, since the level of attention to be allocated may differ from team to team.[4] | Managing such project requires can also generate challenges for managers in their management and leadership roles. While managing, the manager can probably face challenges like switch between projects while planning, budgeting, monitoring and controlling. Whereas while leadership challenges can be bringing coordination and motivation of different project teams, since the level of attention to be allocated may differ from team to team.[4] | ||
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The process of aligning companies approaches towards achieving its objectives in definite period with a strategic methodology is commonly referred to as Project Alignment Process. One can get a better understanding of what project alignment means by referring to Fig 3. | The process of aligning companies approaches towards achieving its objectives in definite period with a strategic methodology is commonly referred to as Project Alignment Process. One can get a better understanding of what project alignment means by referring to Fig 3. | ||
| − | [[File:Fig3MPM.PNG|center|thumb|Fig3:Project Alignment Management|400px]] | + | [[File:Fig3MPM.PNG|center|thumb|Fig3:Project Alignment Management <ref name="MPM1>|400px]] |
It can be seen from the figure that lack of strategic planning may miss align projects and its outcomes may differ from the required objectives. However strategic planning can effectively keep all projects synchronized. Since output of every project is directly related to company’s revenue, alignment in MPM can directly contribute in company’s favor. It can also lead in significant increase in project management efficiency leading to increase organization’s performance. | It can be seen from the figure that lack of strategic planning may miss align projects and its outcomes may differ from the required objectives. However strategic planning can effectively keep all projects synchronized. Since output of every project is directly related to company’s revenue, alignment in MPM can directly contribute in company’s favor. It can also lead in significant increase in project management efficiency leading to increase organization’s performance. | ||
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====Tools used for effective Control and Communication==== | ====Tools used for effective Control and Communication==== | ||
| − | Considering that the lack of understanding in roles and responsibilities can create a turbulence in the team, for e.g. team members would not have a clarity on whom to report or refer regarding that particular project. To bridge this gap internally a responsibility matrix is introduced to address this need and clarify repot structure with both operational and development authorities | + | Considering that the lack of understanding in roles and responsibilities can create a turbulence in the team, for e.g. team members would not have a clarity on whom to report or refer regarding that particular project. To bridge this gap internally a responsibility matrix is introduced to address this need and clarify repot structure with both operational and development authorities <ref name="MPM1">. The responsibility matrix illustrates a relationship between team members and their roles in the projects they are part of. This matrix will bring a clarity to everyone involved about the limitations of role they have for each particular project. Fig 7 shows a typical responsibility matrix proposed in a research paper. |
| − | [[File:Fig7MPM.PNG|right|thumb|Fig7:Responsibility Matrix|600px]] This matrix illustrates the role of each employee from their respective departments in the projects that they are working on. In the above picture it can be seen that various departments collaboratively work on projects where L stands for the leader and M stand for the member. This matrix is a detailed overview of the projects, their status, teams associated, roles and responsibilities of each team members and the strategies that needs to be implemented on every project. This matrix becomes a centralized document of roles and responsibilities to enhance effective communication. However, the approach of each manager and the pressure that comes along for deliverable is totally dependent on the project as well as the manager’s management approach. | + | [[File:Fig7MPM.PNG|right|thumb|Fig7:Responsibility Matrix <ref name="MPM1>|600px]] This matrix illustrates the role of each employee from their respective departments in the projects that they are working on. In the above picture it can be seen that various departments collaboratively work on projects where L stands for the leader and M stand for the member. This matrix is a detailed overview of the projects, their status, teams associated, roles and responsibilities of each team members and the strategies that needs to be implemented on every project. This matrix becomes a centralized document of roles and responsibilities to enhance effective communication. However, the approach of each manager and the pressure that comes along for deliverable is totally dependent on the project as well as the manager’s management approach. |
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===Learning and Knowledge Management=== | ===Learning and Knowledge Management=== | ||
| − | One of the major factors that lead to effective management of multiple projects is their reference from previous executions. Previous reference has proven to increase the efficiency of project deliverable as well as growth of the individuals. It has been found to be one of the core problems while managing multiple process that organization find it difficult to optimize as they fail at learning and storing information from their past errors | + | One of the major factors that lead to effective management of multiple projects is their reference from previous executions. Previous reference has proven to increase the efficiency of project deliverable as well as growth of the individuals. It has been found to be one of the core problems while managing multiple process that organization find it difficult to optimize as they fail at learning and storing information from their past errors <ref name="MPM1">. |
This works well while tacking the known unknowns and unknown-unknowns that have occurred while execution of multiple projects. Just encountering these issues won’t benefit the organization if they are not documented. For instance, if a project has been executed 5 years ago and the manager is no more an employee of the company. In this case the complication occurred during the execution will be only restricted till the manager, who is no more a part of the organization. So, if the company has to execute a similar project, all the knowledge that was gathered is not accessible since it has not been documented. This will only lead in investing more time resolving the same issues again with additional resources. In multiple projects management, such cases will only affect individual projects which would further affect the combined outcome of that particular project portfolio. | This works well while tacking the known unknowns and unknown-unknowns that have occurred while execution of multiple projects. Just encountering these issues won’t benefit the organization if they are not documented. For instance, if a project has been executed 5 years ago and the manager is no more an employee of the company. In this case the complication occurred during the execution will be only restricted till the manager, who is no more a part of the organization. So, if the company has to execute a similar project, all the knowledge that was gathered is not accessible since it has not been documented. This will only lead in investing more time resolving the same issues again with additional resources. In multiple projects management, such cases will only affect individual projects which would further affect the combined outcome of that particular project portfolio. | ||
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To resolve this issue Project Record Sheets should be used while implementing any project. This sheet can be restricted to a project or a project-specific goal. The purpose of these record sheets is usually addressing the problem faced in a project and define how it was resolved. It proves to be a strong assistance for managers who face similar problems during the execution. Fig 9 gives an overview of the Project Record Sheets that were described in one of the listed references. | To resolve this issue Project Record Sheets should be used while implementing any project. This sheet can be restricted to a project or a project-specific goal. The purpose of these record sheets is usually addressing the problem faced in a project and define how it was resolved. It proves to be a strong assistance for managers who face similar problems during the execution. Fig 9 gives an overview of the Project Record Sheets that were described in one of the listed references. | ||
| − | [[File:Fig9MPM.PNG|left|thumb|Fig9:Project Record Sheets|250px]] As it can be seen from the Fig 9, the project record sheet are simple documents that are formed during an execution, which can act as a reference for future projects. Another implementation can be seen in these sheets by introducing ‘traffic light system’ structure. This system can be used to assign the review of management during the learning process. For example, it was used in a way that the green signal meant that there was no | + | [[File:Fig9MPM.PNG|left|thumb|Fig9:Project Record Sheets <ref name="MPM1">|250px]] As it can be seen from the Fig 9, the project record sheet are simple documents that are formed during an execution, which can act as a reference for future projects. Another implementation can be seen in these sheets by introducing ‘traffic light system’ structure. This system can be used to assign the review of management during the learning process. For example, it was used in a way that the green signal meant that there was no interference require from the senior management whereas red/amber signal stated the management interfered at varying levels. Moreover, every record sheet can have comments, wherein manager/individuals can list down the factors considered while resolving similar problem. These sheets can help managers and their organization to learn from previous mistake and enhance multiple project management in order to avoid reoccurrence of mistakes, adding up to unnecessary expenses <ref name="MPM1">. |
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| − | == | + | ==References== |
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| + | <references. | ||
| + | <ref name="MPM1">Dooley, L., Lupton, G., O’Sullivan, D. (2004), Multiple project management: A modern competitive necessity.</ref> | ||
| + | <ref name="MPM2">Payne, JH. (1995), Management of multiple simultaneous projects: a state-of-the art review.</ref> | ||
| + | <ref name="MPM3">Dye, L. and Pennypacker, J. (2000), Project Portfolio Management and Managing Multiple Projects: Two Sides of the Same Coin?</ref> | ||
| + | <ref name="MPM4">Patankaut, P. (2013), Key Drivers of Effectiveness in Managing a Group of Multiple Projects.</ref> | ||
| + | <ref name="MPM5">Hedlberg, M and Höglander, A. (2013), Handling multi-projects: An empirical study of challenges faced in management.</ref> | ||
| + | <ref name="MPM6">Engwall, M. and Jerbrant, A. (2002), The resource allocation syndrome: the prime challenge of multi-project management?</ref> | ||
| + | <ref name="MPM7">Patanakul, P. and Milosevic, D. (2008), The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria. </ref> | ||
| + | <ref name="MPM8">Responsibility assignment matrix. www.wikipedia.org.</ref> | ||
| + | <ref name="MPM9">Rajkumar, S. (2010) Art of communication in project management.</ref> | ||
| + | <ref name="MPM10">1Trendowicz, A., Shintani, K., Heidrich, J. (2011), Aligning Software Projects with Busniess Objectives.</ref> | ||
Revision as of 21:55, 19 February 2021
Contents |
Abstract
Due to exponential advancements across various sectors, project management professionals are expected to manage a portfolio of projects in their respective organizations due to limitation for resources. These portfolios can be interdisciplinary at times and their individual status in the cycle would differ. During such times it becomes difficult for these professionals to run parallel with these updates. Losing focus may lead to build an ineffective strategy, non-optimized resource management, lack in control and communication, etc. which would further affect the performance of the individual and also of the organization as a whole.
This article gives an insight of Multiple Project Management (MPM), its necessity, classifications and causes for ineffective MPM. Moreover, it further explains the methodologies that one must consider while resolving these causes. In the view of limited empirical research on MPM, this article puts in a comprehensive overview of tools and its application in effective management of multi-projects.
Multiple Project Management (MPM)
Multiple Project Management as the name suggests is the management of multiple projects operated simultaneously. These projects can be sub-projects of a big project, various projects in a program or similar projects across different portfolios. Projects are managed parallelly irrespective of their current stats in their project life cycle. It has become more common in organizations and for project managers to handle several projects running simultaneously, known as multi-project management.[5] Organizations exercise simultaneous management of projects on a daily basis to meet markets demands. It has also been suggested that up to 90%, by value, of all projects occur in the multi-project context.[2]
With the lack of experienced professionals in every sector, project managers are now made to handle multiple projects in order to meet the accelerating demands of industry. Project Managers are tasked to lead more than one project because of resource limitation, these managers are referred to as multiple project management and such condition can also be referred to as management of a group of multiple projects.[4]
A Project Manager has to devout his majority of time for switching things between various projects that are undertaken, this may include planning, administrative and execution related input with different stakeholders at the same time. There can be a major time investment in menial jobs such a tracing project schedule, managing and communicating teams, setup and follow-up for reaching deadlines and many more.
These things are difficult even while handling a single project, whereas in MPM the degree of complexity rises exponentially with the increasing number of projects that are handled. In the view of MPM’s requirement, the potential for improvement is significant in management of simultaneous process. [2] However, there is no universal tool that addresses every concern in MPM. So far, the MPM settings has limited empirical foundation, most contributions are either based on practical experiences or a research finding from one particular industry. There is little knowledge concerning which factors are context specific or universal. [6] Even though take into all these considerations in account, there are some generalized issues that have been encountered in a multi project managing environment. This article highlights the tools effective for tackling these issues, with their limitation as a generalized tool.
Project vs Program vs Portfolio vs Multiple Projects in Project Management
- Project: It is a task that has a certain delivery time, cost and quality. A project should ideally have a start date and an end date, generally goal oriented projects. These are short terms tasks undertaken as per business requirements. For eg: manufacturing of screens for cell phone.
- Program: A program is an array of multiple projects. It may consist of similar projects that contribute to a common goal. All the projects consisting in a program are usually interdependent and should be executed considering its effects in mind. For eg: Manufacturing cell phone.
- Portfolio: Portfolio is a generalized profile of consisting of various programs or projects. For example, Manufacturing of mobile, earphones, camera, etc.
- Multiple Project Management: A group of projects assigned to a particular manager with similar, dependent or unique characteristics. These projects can be from various programs or portfolios.
These differentiations can be better understood when referred to Fig 1. as it gives an overview of how each of these are unique.
Generally, MPM is compared to Portfolio Management since both of the cases requires interdisciplinary management to achieve diverse goals. However, Fig 2 gives an overview on how MPM differs from Portfolio Management.
Challenges with MPM
Considering the diversity of the projects handled in MPM, managers tackle challenges on a frequent basis. Looking at the prior art it is very difficult to tabulate these standards into a standard list as projects are unique and challenges associated with the can be uncertain at times. These challenges can vary as the nature of project varies from time to time and these natures of project can affect the efficiency of MPM. For instance, explained by J. Payne in his work of reviewing MPM, he gives three key differences a project because of which managing them would get complicated. The key differences between projects in a portfolio are in terms of size, required skills and urgency.
There are also some challenges that are specifically highlighted related to managing multiple projects Cite error: Closing </ref> missing for <ref> tag [1] [2] [3] [4] [5] [6] [7] [8] [9]
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