So, you’ve managed to get a true prioritized list of tasks/projects, now what? Can you get everything on the list done? Does your manager have the same expectations as you? Are you stressed about over promising? Let’s figure it out!
The easiest way to communicate your assessment of the project list is to literally, draw a line that shows which projects you will commit do delivering. Everything above the line is your commitment, everything below is not in your plan. You may deliver some of the below-the-line items, but you make no promises.
The line is a living thing. When you first receive your wonderfully prioritized list, there is no line. If there is, erase it! Remember, you get to draw the line that defines what you are committed to delivering. Not someone else.
At some point, it will be time to draw the line. It will represent your current thinking on what you can commit to. Maybe it’s only a couple projects while you research the rest, or confirm that there is budget available, or try to hire staff to do the work.
It is important to note that, in addition to being a proactive planning tool, the line is an effective defensive tool. Just as in the case where you had to prioritize the list yourself, you may have pushback or flat-out disagreement on where the line is, or if there is a line at all! In that case, you need to clearly present (and, re-present, …) your commitment by drawing your line where it belongs. Just like with your children, no one can make you do anything, including commit to something you don’t believe you can deliver. This may make for tense situations, but all you can do is clearly state,
“I understand what you want and I’m committed to delivering the projects above the line. I will work on the remaining projects as I have time, but I make no promises.“
The Brave Employee
Of course, the second part is up to what you can deliver. Maybe you have nothing left, then say you will do nothing on the below-the-line projects. Ideally, you can present what it would take to add some or all of the below-the-line projects, turning your NO into a YES, and…
I’m committed to the above-the-line projects, and, if I could hire 5 more people, we could do the rest of the list as well.
Saying NO by saying YES, and…
At some point, it will be time to freeze the line. That is, the line doesn’t move without some sort of discussion / agreement between the people involved. Your boss can’t move the line, you can’t move the line, your customer can’t move the line, unless there is agreement.
You will likely end up discussing changes to the priority order as circumstances change, adding or removing projects, and yes, moving the line. That is all part of working the plan.