Before starting working on the new urgent priorities, assuming these are really urgent , the engineering manager shall perform the following: -Have a look on the currently ongoing tasks and current list of tasks. -Check how the new priorities could be included in the list without affecting the required milestones. - Confirming availability of resources for performing the required new tasks - Checking the critical path and if new priorities will affect the finish dates and milestones achievement - If mandatory, shifting the old milestones with agreement with stakeholders to consider the new priorities - Check the applicability of performing tasks in parallel (new and old priorities ) -start executing according to the new prioritized list

During a utilities optimization project at a beverage plant, unexpected breakdowns flooded my engineering team with urgent tasks. I triaged priorities using a risk-impact matrix, fast-tracked safety-critical work, and deferred non-urgent tasks. I delegated effectively, empowered the team through cross-training, and kept stakeholders informed through a daily status tracker. By staying calm and structured, we delivered critical fixes without compromising long-term improvement projects.

Handling urgent priorities when your engineering team is already maxed out requires strategic planning and quick decision-making. Here’s how you can approach the situation: Prioritize based on urgency and overall impact Address concerns honestly, acknowledging their current workload while seeking solutions collaboratively. Reallocate Resources Empower the Team Support and Motivate Recognize the strain on your team and show appreciation for their efforts. Provide incentives, such as extra time off after deadlines are met or professional development opportunities. By balancing urgency with empathy, you can navigate challenging times while maintaining team morale and delivering results.

When new urgent priorities hit a maxed-out engineering team, act like a chess master: prioritize ruthlessly. Use a weighted scoring model (impact vs. effort) to rank tasks, delegate non-urgent work, and negotiate deadlines with stakeholders. Clear communication and daily stand-ups keep alignment. Quando novas prioridades urgentes surgem para uma equipe de engenharia sobrecarregada, aja como um mestre de xadrez: priorize com rigor. Use um modelo de pontuação ponderada (impacto vs. esforço) para classificar tarefas, delegue o não urgente e negocie prazos com stakeholders. Comunicação clara e stand-ups diários mantêm o alinhamento.

Explaining the situation: Clearly outlining the team's current capacity and the need to adjust priorities. Communicating the reprioritized plan: Detailing which tasks will be addressed first, which might be delayed or paused, and the estimated timelines. Managing expectations: Being realistic about what can be achieved and any potential impact on existing timelines or deliverables. To minimize disruption and ensure efficient handling of the new priority, I'd also explore: Identifying any quick wins or partial solutions: Are there any immediate steps the team can take to address the most critical aspects of the new priority without a full-blown effort?

In times like this, I have ensured that there is a company wide available list of tasks that need to be done by the team. The list includes: • the task • the project manager who wants it done • the engineer allocated to it • comments on its current status I then also track how loaded the engineers feel. With the information available to all, it becomes quite clear to all how to best prioritise the tasks.

There are 2 ways to attempt taking on a new task. First is even before it happens, ie to ensure that you don't over aggressively plan. Keep room for emergencies. I'd plan for tasks based on - a 5 day work week - office hours - overhead for meetings and unexpected issues. If the incoming tasks are urgent and will make a difference in the company, we have the room to add in OT to help the business. Second is when it happens, I.e to realistically prioritize. Follow the triple constraint - every project is bounded by the scope, schedule and resource. You need to maintain the triangle. If the scope increases, you can either push out the schedule without increasing the resource, or to increase the resource to maintain the schedule.

Is the team using an incorrect delivery framework for the delivery? If so, first transform to the proper methods for sustainability to avoid further maxing out (ie: scrum instead of waterfall). Then, use various priority techniques for priority based backlog. Risk weighted, cost to benefit, compliance requirements, or regulatory requirements, and then decide with the team the efforts required to finish each task during a delivery cycle (ie: sprint). The entire dev team decides the effort required to maintain proper throughout.

It is not uncommon for engineering teams to be maxed out, yet asked to handle new priorities. In these situations, leaders need to re-evaluate the existing priorities and align them with the new ones. Teams can only do so much, so it's critical that their efforts are focused on the most important tasks.

When urgent priorities arise, it is crucial to reevaluate and realign tasks to maintain focus and efficiency... ✅ Reevaluate the importance of tasks: Use the Eisenhower Matrix to distinguish between urgent and important tasks and ensure that critical business objectives take precedence over less significant activities. ✅ Implement MoSCoW prioritization: Categorize tasks into “Must,” “Should,” “Could,” and “Wouldn't,” to align the team's efforts with business value and urgency. ✅ Align with business objectives: Regularly map tasks to higher-level business objectives and ensure that new priorities contribute meaningfully to the company's strategic direction.