Project Fatigue Represents a Threat to Us All

All organizations need projects to execute their strategy. However, they multiply over time the number of projects they launch and realize. Thus, many mission-critical employees become overloaded by a stack of projects at different degrees of maturity. They suffer from project fatigue. The result is an overwhelming effort for change required from all employees. An Enterprise PMO* can help take the weight off people’s shoulders. It does this with three steps:

    1. Make visible the stack of projects impacting specific sensitive populations
    2. Evaluate the change effort over time
    3. Focus on the vital few projects and eliminate or postpone the others

*An Enterprise Project Management Office serves here as a Strategic PMO, linking strategy and projects, overseeing the strategic initiative portfolio, providing a central visibility on key data, and serving as an enabler for decision-making. For more on this exciting role,

read my book available on Amazon: “The High-Impact PMO”.  

1-Make the Stack of Projects Visible

The PMO of a new transformation program received complaints from several key stakeholders. They said that this new program was only one more of those “wonderful programs” that never delivered. Too many priorities and too many initiatives had to be managed simultaneously in addition to this program. Everyone was showing signs of project fatigue.
The PMO decided to go to the facts. He asked for the support of the Enterprise PMO. They chose a few iconic jobs in the organization. For each of these jobs, they asked a few individuals to count and describe the projects that had to live with daily. Both their own projects and the projects coming from other departments were taken into consideration.

Fig 1 – The “Stack of Projects by Team” graph shows that operational teams are engaged in a variety of projects.

Figure 1 shows the “Stack of Projects by Team” as an illustration of the result. It was breathtaking. Each color represents a specific project. Its size is relative to the change effort felt by the employees (rated between 0 and 5). Note that the change effort is different from the mere project team workload. Regardless of the criticality of the change, the mere number of different projects on the head of operational teams went from 4 to 8. In this illustration, planning employees contribute to 8 projects, including at least 2 with a very large change effort.

2-Evaluate the Change Effort

The Enterprise PMO contacted each of the project leaders to evaluate the level of change effort required from employees over time. This evaluation used both the perception of the employees as shown in the first figure, and each project leader’s own evaluation. He rated the change effort. Green, orange, and red colors visualize the impacts the change puts on people, from acceptable to unbearable. A blue color indicates a test phase, usually not too much demanding since it only concerns a very small group of volunteers. Grey means that the impact evaluation is not done yet.
This produced an “Change Effort Map” that figure 2 illustrates. This map gives the criticality of the change imposed by each project over time. The past view allows to understand the history of the change effort already made by the people. The present evaluation requires an action. And the future view helps to anticipate the need for further change efforts.

Figure 2 – The “Change Effort Map” shows how projects require a change effort from employees over time.

The addition of the colored lines visualizes the difficulty of the cumulative change. It is clear in the example of this graph that the middle of the year N will be very difficult to pass.
The Enterprise PMO drew two conclusions. One, the project fatigue of the teams was clearly justified and its potential for resisting a new program was high. Two, this addition of projects on the same individuals was like increasing the traffic on a motorway. It was surely explaining one cause of delay among others, and it would surely add one more reason to be late thanks to the new program.

3-Focus on the Vital Few Projects

The Transformation Program PMO and the Enterprise PMO proposed a very first action. They decided to invite the Executive Committee to challenge the existing portfolio against the Change Effort Map. This action consisted in identifying the vital few projects within the organization and which of the other projects should be stopped or postponed.

Fig. 3 – The “Strategic Impact and Change Effort” table helps a leadership team to limit the project fatigue and to focus efforts where it is most important.

They produced a “Strategic Impact and Change Effort” map. Figure 3 illustrates such a map. Each disk is a project. The size of the disks represents the project workload. An evaluation of the strategic impact of a project and of its change effort imposed on employees determines its position in the map. Five segments categorize the projects.
The organization’s executives agreed to pursue the realization of the high-impact, low-effort projects.
They stopped the low-impact, high-effort projects. Typical projects in this category were for example projects they authorized during the previous years, that already delivered, say, 85% of their benefits, but experienced difficulties to produce the other 15%.
They also stopped some of the low-impact, low-effort projects to focus attention on fewer projects.
But most of all, they dedicated a special attention and support to the high-impact, high-effort projects, using the time and the resources saved from the stopped projects.

The End Result

  1. This three-step process produced a new portfolio that was better focused on what the organization really need to do and could do.
  2. Employees enjoyed very rapidly the simplification their leaders introduced in their work.
  3. And people agreed to engage in the new transformation program.

To your continued success