Managing Self-Directed Engineering Projects

Leading a project is a challenge. Managing multiple projects at the same time? That’s a different ball game. It’s not just about juggling timelines and deliverables. It’s about keeping your: 🡢 Team aligned. 🡢 Stakeholders informed. 🡢 Priorities clear. All while staying sane. Here’s what has worked for me: 1. Establish Clear Priorities: ↳ Not all projects are created equal. ↳ Align with stakeholders on what’s critical. ↳ Focus energy where it will have the biggest impact. 2. Create a Centralized System: ↳ Use tools like Asana or Jira to track all projects in one place. ↳ Keep it simple, don’t let the tools become another project. ↳ A bird’s-eye view helps avoid missing deadlines or overlaps. 3. Practice Delegation: ↳ You can’t do everything, and you shouldn’t. ↳ Empower your team by assigning ownership of specific tasks. ↳ Trust your team to deliver; micromanaging isn’t sustainable. 4. Communicate Effectively: ↳ Stakeholders need updates; teams need clarity. ↳ Over-communicate rather than under-communicate. ↳ Consistent updates reduce unnecessary back-and-forth. 5. Protect Your Time and Energy: ↳ Set boundaries, don’t let meetings consume your day. ↳ Use time blocking to focus on strategy and problem-solving. ↳ Take breaks; a burned-out leader can’t lead effectively. Managing multiple projects is about leading with clarity, purpose and trust. 💭 How do you handle the chaos of managing multiple projects?

The I-S.E.R.V Framework - A mindset on driving goals and outcomes ******** Navigating the journey to build and deliver value to customers can be complex. But what if we could simplify it? I am sharing a model I had developed in the past to manage my projects, and its called as I-S.E.R.V Framework (Intent, Socializing/Aligning, Execution, Risk and Blocker Mitigation, Validate)! 1) Intent: It all begins with a clear intent, be it from a VP envisioning a new strategic direction or a team tackling a technical challenge. Identifying the 'why' behind the goal provides a strong foundation. 2) Socializing/Aligning: Once the intent is clear, it’s time to get everyone on board. This step is all about communication, ensuring that everyone, from stakeholders to team members, understands the goal and their role in achieving it. 3) Execution: With a clear goal and aligned team, it’s time to act. This stage is about setting milestones, tracking progress, and maintaining momentum. 4) Risk and Blocker Mitigation: No plan is foolproof. Identify potential bottlenecks, risks, and blockers early, and have mitigation strategies in place. As a TPM or manager, you're the anchor who keeps the ship steady amidst turbulent seas. 5) Validate: The final step is very important and that is to validate the outcome in steady state. This critical phase involves not just delivering the project outcome, but also ensuring the transition to a steady state. We validate that the project's results have been smoothly integrated into ongoing operations, and that they meet the expectations set at the project's outset. It's about ensuring that the new changes are well-integrated, sustainable and has a feedback loop. The I-S.E.R.V Framework is about more than just managing projects — it's about leading with intent, fostering alignment, executing with precision, mitigating risks, and delivering sustainable results. The I-S.E.R.V Framework is more than a method — it's a mindset. It encapsulates the transformative power of clear intent, effective communication, meticulous execution, proactive risk management, and thoughtful delivery. As TPMs, we have the ability to not only drive projects but also forge pathways to innovation. Let's embrace this simple approach to drive outcomes in our teams and organizations. #TPM #Leadership #ProjectManagement #Innovation #ISERV

To manage well you need to be able to not only zoom out, but also zoom back in when there are issues. "Zoom out of the details" is what engineering leaders are told, and the good ones do it! But what doesn't seem to be said enough is that they need to zoom in again when there are problems, when there are things that need their attention. Why is this project not progressing? As a manager in charge of that project you have to know what is blocking your project from progressing. You can't just ask the engineers "how it's going" and take their replies at face value, especially when they say it's difficult to deliver by the deadline. As a manager it's your job to see that red flag and zoom in with them to understand why it's difficult to deliver. What is blocking them. You don't have to give them the answers, but you have to ask them questions to help them figure out how to get unstuck. Engineers don't ask for help when they're stuck. They search for answers online but often forget about the bigger picture in their search for the best technical solution. As their manager you have to discuss with them progress and help guide them to finding the best solution for the blocker they're facing by asking them great questions. Not by telling them what to do. Clear communication and active listening are by far your 2 best engineering tools! When is the best time to zoom in ? Why do people zoom out and then just stay "zoomed out" and forget about zooming back in? Photo: my awesome friend Jane Caroline Goodall lecturer at Cambridge University. #cto #engineeringmanager #reengineeringleadership