/ boothstokholm07's Library/ Notes/ COPING WITH Multiple Activities in Civil Engineering Project Management
COPING WITH Multiple Activities in Civil Engineering Project Management
from web site
Project engineers have to deal with multiple tasks at once. It may look overwhelming at times, particularly when you may have 10 to 20 active projects under your control.
It really is imperative that project managers understand the status of each project, their urgency and deliverables. In addition, it seems the better you're 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 ultimate time deadline (the delivery date) and the entire budget.
Ultimately, the client is interested in two things, when can I have it, and how much does it cost. If you can satisfy time and budget constraints, milestones (according to the client's expectations), you can be 'held in high esteem' by your client.
As a way to manage and juggle this many projects, it really is vitally important that you understand 5 things ...
The final deadline and budget (
The significance and priority of the project
The entire tasks - High Payoff Activities, and Low Payoff activities.
Activities that may be delegated or outsourced.
Your role as a project Engineer / manager.
1. So that you can 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 considered, hopefully not all deadlines and deliverables aren't due at the same time. The Tip would be to find out the REAL deliverable date. Often when a client is asked if they need to project completed, they have a buffer built-in to allow them to '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 your client - with no detriment. If this is not the case, leastwise you will discover out the importance of the ultimate date.
2. Not absolutely 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 original project. Without sounding callus, you certainly want to take care of your most important clients who have constant work flow and pay well and on time. In most cases, it really is these most valued clients that needs to be taken care of as priority #1 1, because they are your 'bread and butter'. . Keep them happy as well as your business should continue steadily to motor along. As well you will need to take good care of new clients and also require huge amount of money in future work for you based on your performance. They will usually not display all of their cards to you, so the best thing is to make sure you look after them and meet your deadlines. Ultimately you do not want to spend 100 hours on a project that is only worth 50 hours payment. It is fine balance between current and potential future work. The trick 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 in the beginning of the project. It 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 important however to monitor the progress of low payoff activities otherwise they might be forgotten before end - or at a critical time). Constant updates to the entire task schedule is a wonderful 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 someone else. 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" isn't always the case in engineering and project management. You need 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 focusing on or managing another high payoff activity, that may ultimately allow an overall timely delivery of the project.
5. As a project manager, you have to be generally 'managing' the project, and should not be 'in the trenches digging the holes'. That is the job for the 'soldiers' or workers under your control. It is however essential that you understand their skills and what they must 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. サンタクロース トナカイ 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.
It really is imperative that project managers understand the status of each project, their urgency and deliverables. In addition, it seems the better you're 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 ultimate time deadline (the delivery date) and the entire budget.
Ultimately, the client is interested in two things, when can I have it, and how much does it cost. If you can satisfy time and budget constraints, milestones (according to the client's expectations), you can be 'held in high esteem' by your client.
As a way to manage and juggle this many projects, it really is vitally important that you understand 5 things ...
The final deadline and budget (
The significance and priority of the project
The entire tasks - High Payoff Activities, and Low Payoff activities.
Activities that may be delegated or outsourced.
Your role as a project Engineer / manager.
1. So that you can 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 considered, hopefully not all deadlines and deliverables aren't due at the same time. The Tip would be to find out the REAL deliverable date. Often when a client is asked if they need to project completed, they have a buffer built-in to allow them to '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 your client - with no detriment. If this is not the case, leastwise you will discover out the importance of the ultimate date.
2. Not absolutely 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 original project. Without sounding callus, you certainly want to take care of your most important clients who have constant work flow and pay well and on time. In most cases, it really is these most valued clients that needs to be taken care of as priority #1 1, because they are your 'bread and butter'. . Keep them happy as well as your business should continue steadily to motor along. As well you will need to take good care of new clients and also require huge amount of money in future work for you based on your performance. They will usually not display all of their cards to you, so the best thing is to make sure you look after them and meet your deadlines. Ultimately you do not want to spend 100 hours on a project that is only worth 50 hours payment. It is fine balance between current and potential future work. The trick 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 in the beginning of the project. It 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 important however to monitor the progress of low payoff activities otherwise they might be forgotten before end - or at a critical time). Constant updates to the entire task schedule is a wonderful 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 someone else. 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" isn't always the case in engineering and project management. You need 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 focusing on or managing another high payoff activity, that may ultimately allow an overall timely delivery of the project.
5. As a project manager, you have to be generally 'managing' the project, and should not be 'in the trenches digging the holes'. That is the job for the 'soldiers' or workers under your control. It is however essential that you understand their skills and what they must 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. サンタクロース トナカイ 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.
