"With all of the projects that are part of knowledge work, sharing people across multiple project teams has its upsides: cost savings, process improvements, the capability to solve complex problems. Be ready though, as a project team leader or organizational leader, to manage the risks, which are stress and burnout, rocky transitions, reduced learning and motivation, problems with one project stalling progress for the others."
"what I typically hear is a whole lot of silence, a whole lot of wide-eyed silence of, We're not really measuring that. And then usually a few scribbled notes of, Maybe we should. For me, I found this fascinating. This is also a big motivator of why we wanted to write this piece: I think this is actually a very important thing and an important message to get out there as something for organizations to be thinking about."
Sharing people across multiple project teams delivers cost savings, process improvements, and greater capability to solve complex problems. Multiteaming also creates significant risks: elevated stress and burnout, rocky transitions between projects, reduced learning and motivation, and the potential for one project to stall others. Managers often do not measure these costs and frequently react with silence when presented with them, suggesting underappreciation. Organizations rely on multiteaming for flexibility and resource efficiency, but the coordination required can become a bottleneck that undermines productivity unless risks are actively managed and measured.
Read at Harvard Business Review
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