As the number or size of projects increases, my management has to change. I will bring in specialist schedulers, cost managers, quality managers but remain fully engaged with all aspects of the projects. This is how I managed 50 small and very similar projects. The next step is to bring in assistant project managers, managing one or two projects each. Now you are starting to work as a portfolio manager.
Rather than knowing all the details of the project, you make sure that they are initiated and planned well, receive regular progress reports, and only get involved to deal with exceptions. So in summary, I don't think there is a maximum number of projects a PM can manage, but for a given management style, a ceiling will be reached. I can tell you that 12 is too many. That is what the owner of the constructions subcontractor expects of me and has assigned to me.
So to even have a chance at not completely screwing everything up I've had to work longer hours, which as a salaried employee I do not get paid extra for which hurts. I will quickly admit, I am a brand new project manager and have taken courses towards my PMP, but haven't taken the exam yet. Currently I am managing 12 construction projects and the smallest, by far, is 6 uber-high end townhomes in DC within a stone's throw of the Capital and my largest job is a high end 44 story apartment complex in Baltimore.
With the rest falling in between that, but more towards the Baltimore job than the townhomes. I am running them with no project team and little to no assistance from anyone else in the office. When I started here as a PM I felt overwhelmed managing 7 projects of similar sizes, but now I miss those days. Trying to explain the reality that there is only so much time in a workday falls on deaf ears.
Don't even get me started on the fact that we have absolutely no systems, standards, or project management software to assist. I'm forced to plug away at everything with excel templates that I have to develop in a system so full of viruses and malware that I'm not sure if it is someone inside the company deleting my files and changing the formulas in my spreadsheets or some hacker. So in the construction field as a subcontractor I would say an experience project manger shouldn't go over 7 projects if he has similar conditions as I do and have any chance of producing a product of any quality.
Whether the team is small or big, it always depends on the PM's responsibility of managing projects. But that is really good that you do not want to overload your PM. When you have the intention of this then try to check whcih are the projects which you could handle easily with your team, I mean out of 5 if you could hadle 2 and then assign it to your team and you just have to review once in 2 hrs then this is really going to workout!
Give the deadlines to your team and if you have only 3 people in your team then check who is the most responsible person, make that person as your lead under you and assign the task to him giving two people under him but at the same time check what are the projects which are really difficult and then you and the guy who is like a lead under you, sit with him and plan which could be the easiest way to sort things, I mean it can be test plan, or the review or the execution!!
May be in some way you will make your PM to be free for a while! This will surely work out!! You can test the way I told you! There is no Industry standards as such that the PM should handle! He can handle any num of projects, depending on his capability. And when people like you are there to help him then you are making the Team grow and even the Industry could grow easily : All the best! Let me know if you have got the answer for your question!
Prashanta Bhaumik Risk Expert. I presume these observations are equally extendable to normal EPC projects. I can state with confidence that Samer really is an all rounded professional that does possess diversified hands-on experience in the field of commercial construction projects in the Middle East.
The multi-faceted exposure Samer gained while Read more. Samer Skaik is known to me through construction management group and find him an excellent advisor on disputes so common in construction industry. He is objective and meticulous in his proposed solutions. Bagavade Eswar CEO. Contributing to field of Contracts Construction is a great service! But here we have Mr. Samer Skaik and Team contributing to whole of society. An exclusive and dedicated, well organized team documenting the best practice as well as the regulatory developments.
I can say Community redefined by dedication and expertise! I worked on a number of projects with Samer during my time at Damac and was extremely impressed with his analytical and methodical approach to a number of complex issues.
Samer provided very important technical evidence Read more. Set realistic expectations. Embrace the roles of a project leader. Practice effective time management. Keep the communication lines open. Maintain pertinent documentation. Manage project risks. Here are six strategies for how to manage a heavy workload and cope with the extra items on your to-do list as well as your teams: Look for different ways to get the job done.
Prioritize and set achievable deadlines. Assess yourself. Practice being a good communicator. Take it one chunk at a time.
Take breaks. The phases of building construction can typically be divided into five phases: initiation , planning, execution, monitoring, and the completion. Define the Objectives of the Project. A Detailed Project Scope. Setting a Budget. Setting a Schedule. The Initial Schematic Design. Analysis of the Construction Site. Procurement Management. How to manage multiple projects Don't multi-task.
Plan ahead. Stay organized. Set expectations. Say no to requests. Avoid distractions. Once we have that basic assumption, you can look at the sizes of projects you need to manage.
You can calculate the total number of project management hours and the period of time when the hours are spread. You apply your project management percentage and then you should be able to determine how the number of projects that one project manager can manage. The place to start is just look at the math for how many total hours are needed to manage a project.
Let's look at some examples. Since the project will take 1, hours to manage, and the hours are spread over one year, there is a need for a full-time project manager for the year. Since the project is spread over year, the project will need less than 20 hours of project management time per week.
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