Charlotte Stanyer, Entec Si
As the Labour government teases a four-day week, ways of working could be about to change once more. Such a seismic shift in weekly hours could make the task of reaching project deadlines all the more difficult, so it is crucial that project teams ensure their approach to managing and delivering different initiatives at the same time is streamlined now.
A shift to a four-day week will present both opportunities and challenges for businesses, and will demand both strategic and practical considerations. Managing multiple projects concurrently requires more than just task management. Understanding people management, workforce modelling and the exploration of various approaches should all be key tools in every project manager’s kit. By weaving these elements together, it’s more likely that project leads will sustain efficiency, productivity and morale even if working patterns shift.
Change consultants are constantly working with diverse teams, each with unique dynamics, skills, and personalities. This human factor forms a central part of project success and managing it effectively will be even more important under a reduced working week.
Effective communication will also be vital. In scenarios where a team’s work time is already compressed, regular updates, feedback sessions and clear channels for team interaction can help to maintain alignment across multiple projects. Beyond reporting, great communication should foster reflection and learning within teams, making everyone feel involved and heard. For instance, feedback sessions can improve intra-team collaboration and reduce misunderstandings, keeping everyone focused and productive.
Clarifying roles and responsibilities from project start ensures ownership of tasks: something that will become even more crucial within a shortened week. Each team member must understand their contribution to the bigger picture, and by establishing this clarity, workloads can be effectively managed and the risk of conflicts reduced. With a four-day week, every day counts, meaning there is little room for ambiguity, as delays and mistakes have a larger impact on project timelines.
In the storm that comes with such a large adjustment to people’s working lives, recognising and celebrating achievements can help maintain motivation and combat change fatigue. Addressing concerns quickly, whether they’re about workload or project direction, also helps to maintain productivity and belief in the work being carried out. Anticipating and mitigating conflicts, whether they stem from competing priorities or siloed teams, can further ensure smoother project progression.
To manage this successfully, project managers should seek to understand the availability of their resources versus the demands of the project. Tools that map out resource availability, project demands and key milestones often become invaluable in managing capacity, and knowing each team member’s specialties, strengths and weaknesses allows for efficient resource allocation. This not only ensures the team is used optimally but also provides opportunities for growth and development.
Projects often experience peaks and troughs in workload, and this dynamic may become more pronounced with a four-day week. Flexible scheduling allows for resources to be allocated dynamically, based on both project and client needs. Understanding client work patterns and team members’ leave schedules can help mitigate downtime during critical phases, ensuring that momentum is maintained.
This should be combined with regular assessments of team skills, both at the start and throughout the project, to ensure that the team remains capable of handling evolving project demands. Having contingency plans in place —whether that involves backup resources, alternative workflows, or dynamic scheduling—becomes critical in preventing delays caused by unforeseen circumstances. For instance, a blended-team approach that utilises a pool of associate consultants can help to mitigate resource shortages and ensure that projects stay on track even in times of crisis.
In today’s digitally-driven environment, there is no single project management approach that fits all situations. The nature of the project, its stakeholders and its goals all play a role in determining the best methodology. In the context of a four-day week, the ability to tailor any strategy to each situation becomes even more important.
Putting people at the heart of change ensures that change leads can adapt their strategies and methodologies to the specific needs of each project and client. Tackling the challenges posed by a four-day week will require a dynamic, people-centred approach to project management. By focusing on clear communication, flexible workforce modelling and bespoke methodologies, project managers can ensure that productivity remains high, even in the face of shifting work patterns.
