Advanced Multi-Project Management: Achieving Outstanding Speed and Results with Predictability

The more resources we can assign to a task, without causing unmanageable waste in executing the task, the fewer tasks we will have active. The fewer the number of active tasks, the more management and support group attention can be given to active tasks, and therefore the shorter each task will wait for decisions and actions by any other group in t

We need to ensure that the identified critical resources are not multitasked (asked to perform more than one project task at a time).

Critical chain or critical path start date. Using the calendar, work backward (earlier in time) considering the project buffer, critical tasks, and any other gaps expected in execution.

Ask, “What must be completed (or finished) immediately before the task on the right can start?”

If not already accomplished, implement and sustain a no-multitasking policy on all project tasks.

At the end of each workday* (see top of next page for an explanation), the resource manager talks with the resources that have been working the task (or to a task manager if there is a more senior, supervisory person assigned to the task). There are at most two questions asked: “How much time (workdays) until you reach the task completion criteria?

Project due date. The date determined from synchronization and its associated what ifs.

Marking a task in process Gathering and posting task updates according to the designated schedule Providing comments on delays, significant findings, and when task completion criteria are achieved Marking a task complete

The resource manager should note the reason for the delayed start (no resources available) and put in an estimated day for the tasks to start (based on the information from the latest task updates indicating when the next two resources predict completing their current tasks).