Prioritize Projects With These Simple Methods

Oftentimes we don’t consider what it takes to meet multiple demands. We may just jump right in, delegate what we can, and get things done. Instead, here’s a step-wise and systematic way to help prioritize the projects on your desk.

1) Prioritize Each Project Based Upon the Perceived Benefit to Your Organization, Employees, and Customers
I recently suggested to a client, that “every project can’t be on the Hot List”. Which means every project can’t have equally tremendous value and urgency.

The greater a project’s benefit to your organization’s bottom line, the greater the priority you’ll give the project. And, of course, the adverse applies: projects on your desk with lesser importance will be given less priority. And they won’t be on your Hot List. That certainly takes some of the pressure off and it also puts your pet projects in their proper perspective.

Laura LaPrad, TeamGantt.com, May 29, 2018, suggested a four-level project prioritization process, originally developed by Stephen Covey. I’ve provided a summary of that work for your consideration. Before we begin the review of priority-setting, let’s define some terms. There are two characteristics of any project – importance and urgency. A project’s importance describes its benefit to the organization. While a project’s urgency describes its requirement for immediate attention. Those are two measures of priority-setting and are used to delineate four levels of priority.

Priority Level One describes your true Hot List of projects that are urgent, important, and tied to hard deadlines that your organization can’t afford to miss. For example, rework to ease a vital customer’s dissatisfaction.

Priority Level Two describes projects that are not urgent but are important nonetheless. These projects contribute to the organization but do not have an immediate deadline. They may require completion of another project before initiation of the work. For example, updates and changes that are part of a multi-level long-range plan. They can wait, but, not forever – as long as there is an acknowledgement of project importance.

Priority Level Three describes projects that are urgent (time-sensitive) but not important to the organization’s bottom line. These projects require attention, are of no significant benefit, and are often tied to regularly scheduled events or gatherings. Perhaps, they can be delegated.

Priority Level Four describes projects that are not urgent and are not important. Often called “pet projects”, they may be tied to cosmetic/superfluous improvements. They can often be delegated as a fun project.

Now that you’ve set your priorities, let’s look at other considerations when setting priorities.

2) Keep in Mind All External Deadlines and Set Your Internal Target Dates Accordingly. Plan for timely completion of projects. Any externally set deadlines will naturally provide guidelines for setting your internal target dates. With external deadlines in mind, you’ll determine the sequential or concurrent order in which each of your projects will be completed. Set your calendar in accordance with preset dates, and communicate deadlines and internal targets as part of your delegation processes. Be clear about the availability or lack of acceptable changes to internal target dates.

3) Avoid Over Commitment of Any Resource By Identifying the Requirements to Complete Each of Your Projects. Consider the amount of effort and time required to complete each project. Some tasks/projects require far more human resource, time, money, equipment, space, and preparation than others. Determine whether each project is worth the tangible and intangible costs. Perhaps, they are not.


4) Allow for surprises. Even in the best of organizations urgent situations emerge that will take you away from your current plans. Not only should you allow for distractions in your estimated target dates, but, learn to take those events in stride.

In conclusion, are your organization’s priorities clear? When employees don’t understand the organization’s priorities, they aren’t likely to volunteer or willingly accept responsibility for delegated tasks.

Portions of this article are excerpts from my book “Lead or Someone Else Will: A Coach’s Guide to Leadership”. It can be found on Amazon.com.

Would you like more information about this topic? Or how about a brief, confidential, no-judgement discussion of your current situation? Contact my offices at (336) 999-4533 or email me at DonnaColes.Coach@gmail.com and we’ll schedule a time to discuss your leadership dilemma and identify some options that will help.

Or, Click the following link to schedule your discussion with me.
https://app.acuityscheduling.com/schedule.php?owner=18102228

Until then…