Project Manager(PM) starts initially by managing one Project and then makes it running on its own, now he starts another Project and so on, but how does he manages to take care of multiple projects at the same time.
It all starts with a Project and in most of the cases PM gets role of managing the project completely, he manages all the stakeholders communication and collaborations, keeps everybody engaged in the project, delivers successfully and do all the project management activities, now this project has completed one delivery cycle of project and all that needs to be done next is repeat the cycle. Another aspect is sometimes the team is so well accustomed to the overall project that PM’s involvement starts getting reduced. There are always some surprises though but that can be easily planned, if not planned, can be managed with less efforts.
Initially PM was involved with the project for about 50 to 100 percent at times, but after delivering the first cycle, there is only a need of 25 to 30 percent. There is definite possibility to start managing another project with the available bandwidth.
There is one more possibility apart from the repetitive nature of project that results in some free bandwidth of PM.
PM delegates well in his teams and this gives him good amount of free time by not trying to do it all by himself. This is one of the most important trait of a PM.
PM can always decide if there are tasks that can be done by the team members rather than himself, this not only frees up PM’s time but also gives learning to team members, sense of ownership and eventually makes them ready to go to next level. There are many tasks like going into discussions with team, documenting the artifacts in project, mentoring, understanding the requirements from Client, giving the demo to stakeholders etc, that looks like only PM must do, but can be easily delegated to the team and if required become first level of escalation point to keep control as and when needed.
However this is a very diligent process and it needs a lot of effort and time to build that team which can be delegated to become helping hand for PM with confidence. There is another problem that arises sometimes where team is not that motivated to take up the responsibilities and end up thinking as if PM is using them to do his chores, this certainly needs to be taken care of and agreed with the team members that this is only to encourage the learning atmosphere and will only improve the team and would work better for their future more than anything.
Sometimes as an organization there are certain measures to be taken to treat the additional roles as best practices and get added to KRAs to make it part of process and attach the benefits as well. This will overall grow the learning of members as part of process in the organization.
There would always by some different thoughts on the above points but these are purely based on my experience and if there are other opinions as well, that is completely acceptable, there is a lot of PM’s style of management that works perfectly fine from person to person and project to project.
Kindly add your comments below to let me know what you experience says.