Managing multiple engineering projects in a manufacturing support environment

Division and assignment of resources, prioritization, and customized management style, which have little relevance in relation to single projects, are shown to play a major role in the success of multiproject management.

Abstract

Business trends require front-line managers to integrate multiproject concepts with those of traditional single-project management since very rarely can one find major organizations managing just one project. A typical situation entails a limited pool of resources which is applied to the management of several projects, with people moving back and forth among different assignments in different projects. Yet, few studies on project management have started to explore the issue of how to manage an organization with multiple inter- or intradepartmental projects. Using a case study method, our exploratory research investigates the specific problems associated with the management of multiple engineering projects in a manufacturing support environment, with the intent to identify common factors of success. Knowing the factors of success is but the first step toward improving multi-project management. Our findings provide insight into how the most important multiple-project success factors in this environment differ from factors of success in traditional single-project management, and are consistent with other emerging research in product development environments. The differences center on resource allocation and flexibility. Some factors, such as ownership, staff experience, and communication, take on additional dimensions when considered in a multiple-versus a single-project environment. Division and assignment of resources, prioritization, and customized management style, which have little relevance in relation to single projects, are shown to play a major role in the success of multiproject management.