Herman Steyn & Rohann Schnetler
The number of projects a person can handle simultaneously is a relevant factor in strategic planning and in project portfolio management. Internationally the de facto standard seems to be that a person should not work on more than two or three projects simultaneously, but several factors could influence this figure. Empirical evidence indicates that, in some South African sectors, people tend to work on many more than two or three projects simultaneously. Factors that influence the number of projects a person can work on are identified so that these factors can be investigated in further studies. Some ideas about utilizing key resources optimally are also presented.
Key words: Concurrent projects, Number of projects, Project portfolio management, Resource allocation.