What is the maximum number of projects a project manager can run concurrently before he or she becomes overloaded?
In a recent edition of PM Network magazine, project managers are bemoaning the number of projects theyre asked to manage, with the average number of concurrent projects standing at eight. This number seems high by anybodys standards, especially as many are large and high-profile initiatives.
During an interview for a role of project manager at a software house some years ago, I made the mistake of telling the interviewer that project managers should manage one project at a time so they could give it their full attention. Not something he wanted to hear. After some hasty backtracking, I managed to convince him I was happy to run concurrent projects and got the job.
At the time, this is what I believed, but since then have accepted the reality that in business today, project managers have to manage several projects at one time.
So accepting this, how many projects should a project manager run? Its not an easy question to answer, as every project is different in size, complexity and importance.
The more balls a project manager has in the air at any one time, the more likely it is he or she will drop one. Recently this happened to me. At the time, I was managing several small and medium-size projects and failed to notice that one was heading for problems. The project was in the execution phase, with a strict delivery deadline. Unfortunately, Id neglected to realise there was extra testing needed, to guarantee the software applications security on the Internet before it could go live. Id not planned for this work and had to scramble days before go live to get a third-party to do the security testing. Luckily they had people available, and we met the deadline, but it caused some sleepless nights and didnt improve my reputation as a project manager.
So, was five projects too many to be managing at one time? In short yes, the fifth project was the straw that broke the camels back. I didnt spend enough time managing stakeholder expectations, allowing a significant work package to become overlooked.
Its not possible to say what the maximum number of projects a project manager should run at once before he or she becomes overloaded. However, its certain that if the number is greater than, say, two or three, there is a risk of running into problems. Be clear, the more projects a project manager undertakes, the less efficient they become.
So in my job interview was I wrong? No, if a project manager devotes all of his or her time and effort to a single project then theres little risk of distractions or a loss of focus. However, this is not reality in our modern business environment where project managers have to manage multiple projects concurrently. So be careful not to become overloaded, otherwise, you could find you have problems that damage your reputation as a project manager.
Project managers play a critical role in guiding initiatives to success. But with project volume and complexity varying so widely across organizations how many projects should a project manager actually handle at once? It’s a key question every project leader should consider.
In this in-depth guide, we’ll explore the factors that impact optimal project load for project managers. You’ll learn strategies for balancing project assignments, setting appropriate workloads, and ensuring project quality isn’t compromised.
Why Project Load Matters
Determining the right project load per manager directly impacts success. Underestimating workload breeds inefficiency, while overestimating can lead to low quality missed objectives or burnout.
Benefits of optimized project loads:
- Improved productivity from focused effort
- Higher project success rates when given adequate time
- Increased job satisfaction and reduced burnout
- Better resource planning and allocation
- Enhanced project visibility with proper oversight
In short, taking the time to define and manage suitable project loads pays dividends across critical performance metrics.
Key Factors that Influence Project Load
Many variables affect how many projects a project manager can handle at once. Consider these factors when assessing workloads:
Project Manager Experience
Junior PMs may handle smaller projects or co-manage larger initiatives alongside senior PMs to develop skills. Experienced PMs can take on more complex, higher-risk projects independently.
Project Size and Complexity
Larger, more complex projects require more PM oversight than smaller, straightforward ones. Evaluate project size, team size, dependencies and risk level.
Project Stage
Projects in initial or closing stages require less active PM time than execution stages. Evaluate workload by current project lifecycle phase.
Team Experience
Inexperienced teams need more guidance, so increase PM involvement. Streamline oversight for veteran teams with proven processes.
Organizational Maturity
PMs in companies with mature processes can manage more projects than those without strong PM practices in place.
Strategies for Optimizing Project Load
Once you analyze those factors, there are several strategies to help optimize workloads:
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Start small – Avoid overloading PMs. Add projects slowly and reassess.
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Balance project mix – Blend large and small projects, new and maintenance ones, across resources.
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Adjust over time – Increase or reduce project assignments to find the best fit.
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Share responsibility – Split projects between multiple PMs for better coverage.
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Automate tasks – Use tools to reduce manual PM work like reporting.
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Delegate judiciously – Hand off appropriate tasks to team members under PM guidance.
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Set expectations – Make project number, size and exceptions explicit to teams.
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Allow flexibility – Let PMs go above standard load for limited periods if needed.
Defining the Right Project Load
So how many projects should a PM handle? While no single number applies universally, here are some best practice guidelines:
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Shoot for 3 to 5 medium-size projects per PM at one time.
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Limit projects to 5 to 7 max during peak periods for experienced PMs.
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Reduce load to 2 to 3 small projects or 1 large project for new PMs.
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Keep project count under 10 for senior PMs with lots of support.
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Allow even seasoned PMs no more than 15 projects concurrently.
Remember to reevaluate workloads regularly and when changes occur impacting project or resource factors.
Monitoring for Overload
Project managers themselves should also watch for signs they may be taking on too much:
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Missing deadlines or quality issues indicate not enough time spent per project.
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Consistent work beyond normal hours means projects are under-resourced.
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Lack of strategic direction points to being too focused on tactical work.
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Little career development progress or learning new skills is a red flag.
Project managers should proactively communicate these observations early so adjustments can be made.
Providing Project Management Support
Beyond balancing project assignments, organizations can also provide support structures to empower project managers to take on more:
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Streamline reporting through dashboards and automated updates.
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Offload admin tasks to coordinators or project specialists for PM time savings.
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Formalize processes with standards for repeatable project success.
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Offer mentoring programs to develop PM competency faster.
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Provide collaboration tools so PMs can focus on high-value work.
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Collect knowledge in databases so PMs don’t start from scratch each time.
Reap the Benefits of Balanced Project Loads
With a careful balance of project assignments, oversight tailored to PM experience levels, and strong organizational support structures, companies can optimize workloads for project management success. This leads to improved productivity, higher team morale, increased project visibility for stakeholders, and reduced risk across projects.
The right project load balance takes effort to maintain, with constant reevaluation needed as projects, resources and business needs evolve. But the payoff in performance is immense, leading to project managers who can focus completely on guiding projects successfully without distraction or burnout. So take the time to assess and assign project workloads wisely – your project managers will thank you!
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How Many Projects Can a Project Manager Manage?
How many projects should a project manager manage?
The number of projects a project manager should manage typically ranges anywhere from three to 20 and depends on the employee’s expertise and the complexity of the projects assigned.
How many projects should a pm manage at the same time?
In this way you can reduce the burden of your PM and you can make him engaged in more projects.. There is no ideal number in how many projects one PM should manage at the same time, it depends on the skill sets of your PM.. Additionally the Project Management approach would alter this figure.
What factors determine the optimal number of projects for a project manager?
Understanding the factors that determine the optimal number of projects for a Project Manager, assessing and prioritizing projects, building a strong project team, utilizing project management tools and strategies, and delegating tasks while managing time effectively – these are the key elements we’ll delve into in this section.
Is there a good process for managing multiple projects?
Without a good process for managing multiple projects, it’s hard to know what work to prioritize, how to help your team effectively manage their workload, and if everything is all getting done on time. Fortunately, there is a better way.
