I've been working as a DevOps Consultant at a 30-person boutique firm for about a year and a half. I'm already fully booked on a large banking project, with enough contracted work to keep me occupied for roughly another year, but I'm also being asked to support other projects—especially Atlassian tool migrations.
At the same time, I'm helping colleagues move our internal systems from data-center deployments to cloud solutions. This work isn't officially budgeted, but management expects it to happen because the current platform will lose support after 2027. As a result, I've effectively been carrying around 200% of a normal workload for at least two months, with no clear end date.
I'm averaging about 45 hours on a 40-hour contract and using AI tools for boilerplate work to keep up. However, I'm noticing the quality of my work slipping toward merely "good enough."
For those who have worked in consulting, how do you handle this kind of pressure? Do you push back when you're already fully allocated, and how do you communicate that without damaging the relationship?
4 Answers
Be very careful with AI tools on the banking project. Don’t paste credentials, customer data, infrastructure details, proprietary code, or regulated configuration into a public service. Use only tools approved by the client and your employer, and prefer local or enterprise options with appropriate data controls. Saving a little time isn’t worth creating a security or compliance incident.
Over-allocation is unfortunately common in consulting, but it shouldn’t mean silently working unlimited hours. The practical approach is to make trade-offs visible: agree on what gets 80% of your attention, what gets paused, and what can be handled asynchronously. Keep your project leads informed when competing requests affect delivery, rather than trying to hide the reduced capacity.
Internal migrations need an explicit owner, budget, and time allocation. If the work is important enough to have a hard deadline, it should be planned like a real project instead of being treated as free support. Ask your manager to choose between reducing your client commitments, assigning someone else, or accepting that the internal migration will move more slowly.
A direct version could be: “I can take this on, but it will reduce my availability for the banking project. Which outcome should take priority?” That keeps the decision with management.
Yes, I’d push back, but frame it around priorities and capacity rather than frustration. Something like: “I’m happy to help— which of my current commitments should be delayed or reassigned to make room?” That forces management to acknowledge that adding work has consequences. It’s also worth setting a written priority list and asking for realistic deadlines.
That makes sense. I generally like the consulting work and the variety, but handling several fast-moving projects at once is becoming unsustainable.
It is strange how normal this has become. Utilization targets often seem to matter more to leadership than whether one person can realistically deliver everything assigned.