Project overload: An exploratory study of work and management in multi-project settings

Zika-Viktorsson, Annika; Sundström, Per; Engwall, Mats

doi:10.1016/j.ijproman.2006.02.010

Cited by 209 publications

(187 citation statements)

References 24 publications

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“…Inadequate balancing of scarce resources often results in additional pressure on the organization, which leads to poor quality of information and longer lead times of projects (Elonen and Artto 2003). Interdependencies and interactions between projects (Patanakul and Milosevic 2008b) and information and project overload (Engwall and Jerbrant 2003;Zika-Viktorsson et al 2006) present specific challenges as well. Managers may become overwhelmed by the amount of information that is available for decision making, and therefore they may lose sight of relevant information or be unaware of inaccuracies.…”

Section: Discussionmentioning

confidence: 99%

“…In this study we define a multi-project environment as a setting in which project managers are in charge of several (more than one) projects on the operational level at the same time (see also Zika-Viktorsson et al 2006 for characteristics of a multi-project setting). Hence, a project manager simultaneously supervises several teams performing product development work according to a project specific delivery plan.…”

Section: Discussionmentioning

confidence: 99%

“…This simultaneous management of the throughput times and resource allocations of projects is a complex process in which the often-conflicting interests of multiple participants have to be weighed and assessed Platje and Seidel 1993). Sharing pools of limited resources for multiple projects makes it possible for organizations to use these resources efficiently (Zika-Viktorsson et al 2006). Pooling resources reduces idle time, and allows sharing of expertise.…”

Section: Discussionmentioning

confidence: 99%

“…However, in the case of shared resources it is likely that disturbances to one project affect other projects. Since the prerequisites for valid planning and control in such situations are impaired, there is a need to make the situation as a whole more predictable by systematic planning and control (Zika-Viktorsson et al 2006). When it comes to multiple projects, a project manager has to manage interdependencies and interactions among projects, in addition to managing each individual project.…”

Section: Discussionmentioning

confidence: 99%

“…Project overload is associated with over-commitment, i.e., too many projects in relation to the existing level of resources (Engwall and Jerbrant 2003). Zika-Viktorsson et al (2006) found that the number of simultaneous projects in which a project manager is engaged predicts project overload and that project overload results in a negative impact on project performance measured in terms of adherence to time schedules and quality of work. In order to prevent project overload it is essential to achieve balance between project demand and available human resources (Zika-Viktorsson et al 2006).…”

Section: Discussionmentioning

confidence: 99%

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%