u/PalmettoMC

I’m genuinely interested in understanding how detrimental it is for you to miss a launch date? I realize this is such a broad question and it truly depends on the type of work, the strategy and impact around the work. Would love to hear some real stories! From best case to worst case.

My project is supposed to launch August 27 and I woke up to a few critical issues reported on Friday. Based on my experience, they shouldn’t be hard to fix, but we are a small team and capacity is always tight. Living that nonprofit life… I will say that the main impact is that another project start may end up being delayed slightly, but there is no customer facing impact given some other strategic dependencies that are being figured out above me.

Is this just the typical project manager workload?? Wondering if maybe I’m just not cut out for project management….or if I’m drowning in too much for one person.

I’m a technical project manager managing software development projects for a non profit. I’m part of a small product development group as the only p.m. We basically take all of the product requests across four different products. Luckily I’m only managing one cross functional scrum team. However, I am now taking on projects that belong to the IT subgroup and the data and business intelligence subgroup. So consider those distinct teams Each of these teams have three individuals.

This is my first real project management job, at least with the title. I was a scrum master for three years so I think it’s under the umbrella. But now I’m responsible for the end to end management, budget, literally everything. As I would expect a project manager to be, but for how many engagements at a time? And I’m not talking about task level requests.

Product A- currently executing the MVP launch of a software as a service product. This is budget, essentially ensuring programmatic execution across , digital comms, development, contracts, etc. Everything. I’m also responsible for helping to build out the sales enablement pipeline and customer support workflows because we don’t have sales enablement right and we need to update our very bare bones Support workflows. It’s essentially an entire program that I’m managing.

Product B - right now we are in the maintenance phase so there are a lot of critical products support issues that are coming through. Plus, we are gearing up to understand what product improvements can be made to mitigate some of these issues. They won’t be low lift. They will be project level.

Product C - managing all the content updates and gearing up for what is looking like a significant product integration.

Also Other smaller projects and consultative engagements across the organization.

I have one small development, team of three developers, a design designer, and a product owner. Also ramping up to work with our data IT groups.

And I basically maintain a project roadmap. Not a product roadmap because I have to integrate all the deliverables of every product across the road map and everyone is wondering why we can’t do all the things when they want us too. Well, we don’t have enough people!

I’m essentially helping to gather requirements, create effective workflows, budgeting, resourcing. Also working on product operations, and trying to build out and managed tooling. Trying to set aside a time to integrate project management tools for better reporting and dashboarding.

Plus, the mentoring on how the team should function.

I feel like I’m moving at a snails pace with everything I have to do and wonder if this is just typical. Or are there project management roles where you’re more focused?

If this is how it is, I just don’t know if I can continue on. I do like the idea of product operations. I’m great at work folks and process, but I can never set side a time to truly get them to the place I’d like them to be like looking into agentic ai and other integrations. I start and then I’m pulled elsewhere.