Running Too Many Projects is consistently one of the top issues flagged by PMO leaders, and with good reason.
It creates a suffocating negativity and ultimately erodes effectiveness, draining an organisation’s ability to perform. Having too many projects is demotivating, confusing and undermines the ability of leaders to implement goals. It’s also costly.
If you’re suffering from Too Many Projects you probably know it, but let’s confirm. Research suggests 2-3 projects at a time is optimal for individual focus and collective scheduling. If you’re asking people to juggle more than this then you are lowering their productivity.
Too Many Projects will damage your business and drive you into a self-perpetuating low productivity fire-fighting culture. Sounding familiar? Have a look at this article to see how one organisation suffered.
Overloading on projects also means you’re likely to be working on things that are not worthwhile. Zombie projects where the value died a while ago but nobody told the team, or pet projects where the value never existed, but nobody told the boss.
Solving Too Many Projects offers leaders the chance to transform organizations, building trust, velocity & focus… but thinking it’s simple is almost always a mistake.
This guide is here to help you make it happen. Let’s dive in.