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Dealing With Multiple Activities in Civil Engineering Project Management
Project engineers have to deal with multiple tasks simultaneously. It can seem overwhelming at times, especially when you may have 10 to 20 active projects under your control.
It is imperative that project managers understand the status of each project, its urgency, and its deliverables. It also seems that the better you are as a project manager, the more projects you have to handle at once.
When managing multiple projects, it is vital to understand the final deadline (the delivery date) and the overall budget.
Ultimately, the customer cares about two things, when can I have it and how much will it cost. If you can meet time and budget constraints, milestones (according to the client’s expectations), you will be “highly regarded” by your client.
In order to manage and manage so many projects, it is vital to i understand 5 things …
- The final deadline and budget (
- The importance and priority of the project
- The overall tasks – High performance activities and low performance activities.
- Activities that may be delegated or outsourced.
- Your role as an Engineer / Project Manager.
1. To effectively manage multiple projects, you need to understand your overall workload and compare project deliverables. This is usually done using a project scheduler or project management tools such as Microsoft Project. Once all projects are considered, hopefully NOT all deadlines and deliverables are due at the same time. The tip is to find out the ACTUAL delivery date. Often, when a client is asked when the view should be finished, it has a buffer built in so it can “sit on it” for a while. If you define the actual activities that will follow the “deadline”, you may be able to safely extend the end date with the client – without loss. If this is not the case, at least you will discover the importance of the final date.
2. Not all projects are as important to each other. Some projects have other consequences and tasks that cannot be achieved without the delivery of the original project. Without sounding corny, you definitely want to take care of your most important clients who have a steady flow of work and pay well and on time. In most cases, these highest value customers should be taken care of as your #1 priority as they are your “bread and butter”. . Keep them happy and your business should keep moving. At the same time, you need to take good care of new clients who may have millions of dollars in future work for you depending on your performance. They usually won’t show you all their cards, so it’s best to make sure you take care of them and meet your deadlines. After all, you don’t want to spend 100 hours on a project that’s only worth 50 hours of pay. It’s a good balance between current and potential future work. The trick is to recognize the importance of the project and their future work potential early on.
3. Inside many projects there high performance activities and low performance activities. High-yielding activities are those that will derive the most benefit from their completion, and low-yielding activities do not produce excessive benefits from their completion. The tip is to identify which activities / tasks they are high performance activities right at the beginning of the project. These activities should be priority is given and the attention they deserve. Low performing activities could either be dealt with later or outsourced (it is important to track the progress of low performing activities though or they may be forgotten until the end – or at a critical moment). Constant updates to your overall work schedule are a great way to stay on track and track your progress on each project.
4. You don’t want to spend your valuable time on low-yield activities that can be done by others. Project management is also about delegating or outsourcing activities that are best completed by someone else. Sometimes it is better to outsource “time consuming complex design” to a domain expert while you manage the process and the overall project. The old saying “if you want something done right, you have to do it yourself” doesn’t always apply in engineering and project management. You need to recognize and do a cost analysis for your time and cost for their cost (and lead time). While they complete the work, you could be working or managing another high-performance activity, which will ultimately enable an overall on-time delivery of the project.
5. As a project manager, you should generally be “managing” the project and should not be “in the trenches digging the holes”. This is the job of the “soldiers” or workers under your control. However, it is important to understand their skills and what they will have to offer for you. By “staying on top” of this element (periodic meetings and small milestones), it reduces the frustration of having to “check and change” their progress. It’s your responsibility to deliver, so you’ll need to ensure that everything moves forward on time and communicate effectively and regularly with your team and your client.
Using each of these 5 areas will help you organize your ‘juggling act’. Hopefully this all makes sense and you can apply it to your role. Even if you’re not yet a project manager, you can still apply some of these principles to your engineering career.
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