Single-Project Manager vs. Multiple-Project Managers

Single-Project Manager vs. Multiple-Project Managers

To lead a project to profitably, a project manager ought to have knowledge and skills in project management (Pinto & Slevin, 1988, Pinto & Slevin, 1989, Brown & Eisenhardt, 1995). Although, those studies were carried out on the cause of a traditional single-project management environment where a single project manager handles one project at a time. In realism, a difference in management tasks exists amongst these two groups of project managers. In the case of single-project managers, their obligation is to lead one project at a time on the way to its general objective. With only one project, they can be paying concentration and use as much time as they want on it. This is also right even in the case of managing a single large project that is broken down to smaller parts.

Alternatively, since multiple-project managers has to manage multiple concurrent projects and each of the project can be entirely dissimilar and each of them has its own goals, multiple project managers’ duty is to lead each project separately and to manage interdependencies among projects so that each project can accomplish its goal (Ireland, 1997 & Milosevic & Patanakul, 2002). Even though, the projects tend to be smaller than the one of single-project managers, having totally different types of projects, focusing on different project goals, and leading multiple-project teams generate high complication in management. Furthermore, multiple-project managers have to be effective in the use of their time because time has to be shared among dissimilar projects