Summary: Knowing how much work your group can accomplish–and how much it takes to complete that work–is critical to your success as a manager. In this week’s column, Johanna Rothman explains how to ascertain your team’s potential and how to use that information to define and manage your project portfolio so it doesn’t manage you. I
I’ll bet you’re one of those people who have too much to do. (I haven’t met anyone in the past few years who didn’t have too much to do, so it’s not much of a bet.) And, I suspect that you’re so busy with what you’re doing, that you haven’t yet thought of what you
I meet many managers in the course of my work, and they all share a common complaint: They have too much work to do. I ask how they know there’s too much work to do, and they look at me as if I’ve sprouted another head or two. “My staff and I are spread too