The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria

Patanakul, Peerasit; Milosevic, Dragan Z.

doi:10.1016/j.ijproman.2008.03.001

Cited by 100 publications

(90 citation statements)

References 40 publications

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“…Far too many projects are implemented without having enough resources to complete the work properly [9,10,11]. Although this seems similar to what happens when different subprojects or activities distract a project manager who is working on a single project, it is more complex in multiple-project situations, as the projects do not share common objectives, resources, or priorities [12].…”

Section: Too Many Projects All At the Same Timementioning

confidence: 99%

“…Because organisations tend to implement a relatively large number of simultaneous projects, resource overload or unavailability of resources is a common problem in environments where projects are executed concurrently [3,8,9,10,11,14]. Payne [14] notes that the main problem with multiple-project environments is that the projects are independent, have distinct objectives and challenges, and yet must draw resources from a common pool and be integrated into common reporting and management control systems.…”

Section: Effects Of Too Many Projects and Overloading Of Resourcesmentioning

confidence: 99%

“…Patanakul and Milosevic [9] state that "there is no universal rule of thumb on how many project should be assigned to a multiple-project manager". (They define the term 'multiple-project manager' as someone managing a group of several concurrent projects.)…”

Section: Literature On Number Of Projects Per Personmentioning

confidence: 99%

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Concurrent Projects: How Many Can You Handle?

Steyn

Schnetler

2015

SAJIE

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The number of projects a person can handle simultaneously is a relevant factor in strategic planning and in project portfolio management. Internationally the de facto standard seems to be that a person should not work on more than two or three projects simultaneously; but several factors could influence this figure. Empirical evidence indicates that, in some South African sectors, people tend to work on many more than two or three projects simultaneously. In this paper, factors that influence the number of projects a person can work on are identified so that they can be investigated in further studies. Some ideas about using key resources optimally are also presented. OPSOMMINGDie aantal projekte wat 'n persoon gelyktydig kan hanteer is relevant in strategiese beplanning en in projek portefeuljebestuur. Internasionaal is die de facto standaard blykbaar dat mens nie gelyktydig op meer as twee of drie projekte behoort te werk nie; maar daar is verskeie faktore wat hierdie syfer kan beïnvloed. Empiriese data vanuit sommige Suid-Afrikaanse sektore toon dat mense tipies gelyktydig op veel meer as twee of drie projekte werk. In hierdie artikel is faktore wat die aantal projekte waarop 'n persoon gelyktydig kan werk geïdentifiseer, sodat dit in verdere studies ondersoek kan word. Idees vir die optimale aanwending van sleutelhulpbronne word ook voorgestel. * Corresponding author 2The author was enrolled for a master's degree in project management in the Department of Engineering and Technology Management, University of Pretoria.

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Section: Too Many Projects All At the Same Timementioning

confidence: 99%

Section: Effects Of Too Many Projects and Overloading Of Resourcesmentioning

confidence: 99%

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Concurrent Projects: How Many Can You Handle?

Steyn

Schnetler

2015

SAJIE

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“…A realistic project manager assignment is one of the most important factors leading to the effectiveness in MGMP (Patanakul and Milosevic 2009;. With the realistic assignment, a multiple-project manager would have skills and time availability to effectively lead each project.…”

Section: Project Manager Assignmentmentioning

confidence: 99%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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“…Project portfolio management, which has been the focal center of interest for more than four decades, can be defined as to manage a group of projects concurrently and treat them as one unified object [1], [2]. Within this unified entity, the scarce resources are shared between the projects and an organization is in charge of managing this portfolio [3].…”

Section: Introductionmentioning

confidence: 99%

New Model for Portfolio Selection; Based on Future Approach (SFMADM)

2017

Sept. 8-10, 2017 Istanbul (Turkey) ESTIA-2017, HEFBS-2017, UTAEE-17, BLECSR-17 &Amp; LEHSS-17

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The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria

Cited by 100 publications

References 40 publications

Concurrent Projects: How Many Can You Handle?

Concurrent Projects: How Many Can You Handle?

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

New Model for Portfolio Selection; Based on Future Approach (SFMADM)

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