PMcrunch

In a world where there is so much happening, so much coming at us, one big question is:  “Should I complete the project I am working on before taking on a new one?”  Well, the answer is undoubtedly different for each person and in each situation.  But the considerations are similar.

Yes, there is a case for doing one project at a time. If resources are a constraint - and they often are - then it is good to get a project completed in, let’s say 3 months.  But, if that project is combined with another project that also takes 3 months, it may take 6 months to complete them both, thus delaying the benefit of both. 

Yes, there is also a case for doing multiple projects at the same time.  We must also consider the reality of external factors, and whether these projects should just as well take 6 months anyway, because of lag factors.  The projects may have some common tasks, where focus on those tasks at the same time would be beneficial.

The individualized answer lies in the [tag]project planning process[/tag].  A key concept to think about here is “[tag]serial process[/tag]” versus “[tag]parallel process[/tag]”.  In a serial process, Project 1 is completed before Project 2 starts.  The benefit is that Project 1 is completed in 3 months.  The downside is that Project 2 has not even started, and if that is worth something, then there is a loss.  In a parallel process, Project 2 is started sooner, but neither project is completed until the end of 6 months.

Again, the key is the project plan.  If it is done properly - and thoroughly - then the actors that are considered will point to the answer as to whether to do one project at a time, or multiple.  A couple of key tools that can help in the analysis, as part of putting together a thorough plan, are the CPM ([tag]Critical Path Method[/tag]) diagram and [tag]Triple Constraint[/tag] tool or concept.  The CPM diagram will enable you to think through possible dependencies between the 2 projects, and benefits to be derived from either the serial or parallel solution.  The Triple Constraint - Resources, Money, and Time - can allow you to 
assess and reassess your assumptions and consider whether you might change them to get a different solution.

This problem has similarities to “[tag]the juggler’s dilemma[/tag]”.
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John Reiling, PMP
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