Must there be so many projects?

Fewer projects mean better results

Does your organisation just have too many projects on the go right now? Does it seem like every department – or even every person – has their own pet project? And  all of these demand time and resources?This is because executives and managers are tempted to have as many projects on the go as possible, in pursuit of continuous improvement, and to maximise resource utilisation and productivity. It is also because all organisations are facing a myriad of problems, and want to tackle them all at once. And yet, it seems that these projects often just drag on, without achieving their intended purpose.This is much like the myth of multitasking; it feels like you are getting a lot done, because you are constantly busy, jumping from one task to the next, so you may think you are achieving a lot. In actual fact –  and this has been repeatedly proven – it is best to focus on one task, complete it, and then move on to the next one. This way, results are achieved much faster.In the same way, it is better for your organisation to focus on one project at a time.

So which project should be the focus?

That is easy – the one with the highest priority! Of course, each department (and each person) has a different set of priorities, so you will need consensus between executives, management, and every department.Start by determining which projects are on the go currently, and who is involved in each of these. Then determine what problem the project is solving (or what opportunity the project is unlocking).

Is it a project?

First up, all projects should be about solving a problem (or unlocking an opportunity). Once that problem has been solved, the project would end. If there is no end in sight, then this is not a project but, rather, a job function. Thus, it should be assigned as part of someone’s job description.

What problem is it solving?

This is where you will notice that, often, the problem that the project is supposed to solve is not well defined. This means that you will not actually be able to establish whether the project is achieving the desired results.If the problem statement and the way in which results are measured are nebulous, then this project has not been well thought out. It should thus go back to the drawing board.

Get more info on the real projects

Once these poorly-defined projects and non-projects have been removed, list all the remaining real projects. Then, delve a bit deeper into each of the projects:

• How far along are they?
• What are the benefits?
• Who are the stakeholders?
• What would the risk be if the project is stopped/ postponed now?

Once you have clarity on the above, it will be easy to see which projects can be stopped or postponed. This will also make it clear to project managers and stakeholders why these projects are being halted.

What are the problems that need to be solved?

Another way to approach this (and I would highly recommend doing this in parallel to the above process) is to determine which other problems need to be solved. Start by listing the problems your organisation currently faces:

•  What issues keep cropping up, regardless of previous changes made?
• What issues are repeatedly bemoaned and discussed in meetings?
•  What functions/ tasks/ processes are being repeated, but add no value?

Generally, once the most pressing problems across the organisation have been identified, one or two problems – if addressed – will impact most, if not all, areas. 

Identify the Root Cause

It is important to identify the root cause(s) of the problem. Unless the root cause is addressed, any project will just address symptoms.You can use various methods to determine the root cause, such as the 5 Whys, or the Fishbone Analysis. Once you have the root cause, you will most likely notice that other problems stem from that same cause.Now that you have established which problem(s), with their root causes, to solve, you can prioritise one project above all others. Only if there is any spare capacity, should you consider any other projects.From the above, the reasons to reduce the number of projects should be clear:

1. Resources are not stretched beyond capacity,
2. All resources are focused on a single priority, thus
3. Results are achieved faster, and at a higher quality, and
4. All departments are clear on what the priority is.

Doing this will ensure you are achieving better results, faster.