In project-driven sectors like IT, research, design and infrastructure, many divergent projects are often executed simultaneously. As a result, several trade-offs emerge among projects' priorities, resources, timelines and quality. Such nightmarish situations often put senior project executives in deep trouble. This article attempts to let us know precisely what multi-project management challenges are and how senior program executives can work smart to ensure smooth sail, when they handle multiple projects simultaneously.

Managing projects is not a merely task, but a massive challenge in project-driven environments. By and large, project environment contains factors like time, resources, risks and quality, which should be managed effectively. Of course, `human' and `technology' factors cannot be ignored. Both people and technology, are determining projects' success today. Multi-cultural factors are also influencing the project environment, especially in a global setting. As the operational scope has extended beyond the shop floors and organization walls - sometimes beyond the nation, planning and execution of projects has become an added challenge today.

Size doesn't matter - small or big, projects today should be executed and delivered within a stipulated environment and deadlines. Today's project success demands beyond operational and tactical skills. HR and soft skills have already started playing a critical role in projects' success, as several project types are often executed in people-driven environments. Besides, project executives should keep themselves abreast with advancing project management practices, tools and techniques. Projects - whether technology, research, construction or infrastructure, in present times are characterized as highly complex and uncertain. For instance, Hampshire-based QinetiQ, a leading global defense and security technology firm works on projects in all forms and sizes. "We wanted more professional project planning through better, more efficient tools and to give executives a better handle on projects with earlier visibility into [those needing] intervention", observes Dr. Amjad Farooq, Head of Business Improvement at QinetiQ. With each individual scientist managing up to 20-30 projects across a wide geography in UK, QinetiQ confronted the challenge of highly fragmented project management.

Multiple Projects, IT sectors, Research sectors, Infrastructure sectors, Multi-project management, Project management practices, Fragmented project management, Enterprise Program Management, Computer Science Corporation, CSC, Black & Veatch Corporation, Project Management Information System, PMIS.