#MEANING OF NEVER A DULL MOMENT HOW TO#

This becomes clear when you consider what you would answer to the question how long it takes to travel from home to work. They even double down on these efforts when work delays.

Even though this already says everything, many still try to control reality by making people accountable for their part of the work with strict time limits. Nearly always, when we ask clients how often schedules turn out as planned, people react with a smile. If so, please read on, you may find the solution to your problem in this article. Do people in your organisation regularly ask leadership for project priorities? A “yes” is a sure sign that people´s attention is diverted over too many projects: your company is on the red dots. This is the meaning of being on the red dots in the above figure: People overloaded with work congest the project highway, which leads to lower productivity and financial underperformance. If the vicious cycle, as described above, is the reality in your project organisation, it will lead to increased project lead times and lower projects output. In conclusion, beyond the optimum, adding more projects will result in less project output. Every mistake needs to be corrected, adding even more project lead time. Also, due to the amount of task switching, more mistakes will be made. People start switching between open tasks in many different projects, multiplying the time they need to complete their tasks. Beyond the optimum ever more projects are being worked on, increasing ‘Work in Progress’ for everybody. These conditions describe the optimum – golden dots – for a multi project environment. Imagine for a while how fast a single project could be completed if it would be staffed with the right (number of) people, if it would be supported by management whenever needed and if the project would never have to wait for input from clients and suppliers. This optimum corresponds with short project lead times and maximum project output. The figure to the right shows that there is an optimum in the number of active projects. However, this is not the case, stress in multi project environments always is a good indicator of underperformance. This would be less of an issue when all that stress would be rewarded with results. In fact, people in project organisations are often stressed out. ‘Never a dull moment’ is an understatement. Critical input from clients and suppliers is often overdue and repeatedly necessitates rework.

Too many projects compete for attention.Finish dates of projects are uncertain and must again and again be delayed.People in project organisations never experience a dull moment:

#MEANING OF NEVER A DULL MOMENT HOW TO#

How to reduce stress and improve output with Project Portfolio FLOW.

Meaning of never a dull moment