General principles that helped balance between projects
Posted: Wed Jan 22, 2025 8:19 am
Assess your capabilities sensibly
Before agreeing to implement the project, we set ourselves a limitation - no more than three pavilions. Of course, even such a number was a challenge for us, but we tried to sensibly assess our capacity.
Even if there are many tasks and projects, it is important to understand whether you have enough resources: employees, equipment and experience. If such a base is available, you can try.
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Split projects
It would seem logical to stop at centralized management of jordan telegram database all projects, but such a decision is wrong. The opposite approach has proven effective. We created three independent core teams (they are the main driving forces of the project or organization) for these projects: each had its own managers, technical directors, art directors, creative directors.
As a result, the teams' work on the three pavilions did not intersect at any level of management, administration, or implementation. Each project had its own hierarchical management and implementation structure. After design, each of them was divided into blocks. A separate team was assembled to implement each. Work on the pavilions and internal zones was carried out independently. Otherwise, everything would have fallen apart like a house of cards.
Before agreeing to implement the project, we set ourselves a limitation - no more than three pavilions. Of course, even such a number was a challenge for us, but we tried to sensibly assess our capacity.
Even if there are many tasks and projects, it is important to understand whether you have enough resources: employees, equipment and experience. If such a base is available, you can try.
Free up your time and earn more with AI! Take the course and get the best solutions for solving business problems as a gift.
Split projects
It would seem logical to stop at centralized management of jordan telegram database all projects, but such a decision is wrong. The opposite approach has proven effective. We created three independent core teams (they are the main driving forces of the project or organization) for these projects: each had its own managers, technical directors, art directors, creative directors.
As a result, the teams' work on the three pavilions did not intersect at any level of management, administration, or implementation. Each project had its own hierarchical management and implementation structure. After design, each of them was divided into blocks. A separate team was assembled to implement each. Work on the pavilions and internal zones was carried out independently. Otherwise, everything would have fallen apart like a house of cards.