Here's how you can juggle multiple consulting projects effectively.

Always keep in mind the ultimate goals of each projects, and your clients objectives. Also, when you are blocked on a project, moving to another one may also open your perspectives on the first one and provide alternative solutions...

Let's take the perspective of a Client which is often confronted with overbooked consultants and see them juggling between meetings related to own assignment and calls related to other engagements. In this case, we shall reflect upon why overbooking is tolerated and whether that should lead to a different engagement model between Clients and Consultants.

Create a master schedule that includes all project deadlines, milestones, and important dates across all your projects. Utilize prioritization frameworks like the Eisenhower Matrix to categorize tasks based on urgency and importance. Focus on high-urgency, high-importance tasks first. Block out dedicated time slots in your calendar for specific tasks on each project. Be realistic about how much time each task will take, and don't overload your schedule, like I do sometimes (lol)

Implement a priority matrix (Eisenhower Box) to categorize tasks into four quadrants: urgent and important, important but not urgent, urgent but not important, and neither urgent nor important. During a week where multiple deadlines overlap, use the matrix to decide that finalizing a critical client report (urgent and important) takes precedence over attending a networking event (important but not urgent).

Tip: Use the ABCDE Method An alternative to the Eisenhower Matrix is the ABCDE Method: 1. A - Must Do: Tasks that are highly important and must be done today. They have serious consequences if not completed. 2. B - Should Do: Tasks that should be done but have less severe consequences if not completed today. 3. C - Nice to Do: Tasks that would be nice to do but have no consequences if not completed. 4. D - Delegate: Tasks that can and should be delegated to others. 5. E - Eliminate: Tasks that are not worth doing and should be eliminated.

I see consultancy work as multi-pronged way to add value without aiming at replacing Client's own resources and capabilities at running the business. Such statement is not obvious in current times when Consultants have far too many highly qualified resources on the bench and are therefore compelled to grow in operational depth and eventually become stable part of the Client's sourcing perimeter. In fact the deeper is the engagement, the closer is the Consultant's pace of work to the Client's speed of convoy. The Consultant's productivity is adjusted to what the Client can digest. Smart scheduling becomes a tool for Consultants to be multi-Client/multi-Assignment rather than an approach to deal with many sort of contingencies.

I agree completely on smart scheduling aspects from a technology perspective- like it’s very simple to have meeting scheduled on calendar of 30 minutes. Do we pay attention to how actually we can finish the scheduled meeting in scheduled time? Firstly setting up context takes time. Unnecessary to and fro dialogue without objectives and swaying away from topic eats away more time. Sometimes egoistic debates are most unwanted to hijack important time and finally the objective of discussion is left behind. Avoid all these and get your meetings scheduled on time !

Schedule buffer time between tasks and meetings to account for overruns and unexpected issues. This flexibility helps maintain your schedule even if some tasks take longer than expected. Allocate 15-30 minute buffers between meetings to handle any last-minute issues or to prepare for the next meeting without feeling rushed.

Master context switching - Develop a "mental reset" ritual between projects (e.g. short meditation, brief walk) - Use visual cues to quickly reorient yourself (project-specific desktop backgrounds) - Create detailed project briefs for easy reference when switching gears

Tip: Underpromise and Overdeliver Manage client expectations by setting realistic goals and timelines. Aim to deliver slightly ahead of schedule or exceed the expected quality. This approach ensures that clients are pleasantly surprised by your efficiency and reliability, strengthening trust and satisfaction. 1. Set Realistic Deadlines: Avoid overcommitting by providing realistic timelines that include buffer periods for unexpected delays. 2. Communicate Clearly: Clearly explain your timelines and deliverables to clients, ensuring they understand what to expect. 3. Exceed Expectations: Deliver your projects ahead of schedule or with additional value to surprise and delight your clients.

Leverage technology - Utilize project management tools (e.g. Asana, Trello) to track tasks across projects - Set up automated reminders and notifications to stay on top of deadlines - Use time-tracking apps to ensure balanced attention across projects

Use communication tools like Slack, Microsoft Teams, or Zoom to facilitate quick and efficient communication with team members and clients, keeping everyone in the loop. Create dedicated channels in Slack for each project to streamline communication and ensure that relevant updates and discussions are easy to find.

Delegate or Outsource? Consider delegating tasks to team members or outsourcing specific aspects of projects if your workload allows.

Pitfall for Delegation: A common pitfall in delegation is overloading team members with too many tasks. While delegation is crucial for managing multiple projects, assigning too much work to individuals can lead to burnout, decreased productivity, and a drop in quality. How to Avoid This Pitfall: 1. Assess Capacity: Regularly check in with your team to understand their current workload and capacity before assigning new tasks. 2. Distribute Evenly: Spread tasks across the team to avoid overburdening any single member. 3. Set Realistic Deadlines: Ensure that the deadlines for delegated tasks are achievable, considering each team member’s other responsibilities.

Sometimes it is ok to say no to new projects if necessary. Learn to politely decline new projects if your workload becomes unsustainable.

Juggling several projects in parallel needs a combination of time, resources, and quality management. The team members need to smarty like schedule tasks, wisely allocate resources, and effectively get the tasks done with the best quality.

You can juggle multiple consulting projects effectively: 1. Understand business context and prioritise tasks accordingly 2. Schedule and time your tasks based on priority 3. Arrange resources based on skillset and delegate effectively 4. Communicate/collaborate frequently 5. Track progress and adapt accordingly by leveraging technology