I used to work on three or four at a time, usually being distrated by a new one as the old one becomes a tiresome grind. It would be one or two serious projects

I used to work on three or four at a time, usually being distrated by a new one as the old one becomes a tiresome grind. It would be one or two serious projects and some floating toy projects (which could be experimental, seeing if something might work). I learned there are certain aspects I like and dislike of the common project process, and as the grind part kicks in my attention would wander elsewhere seeking out what I prefer to be doing. I had to learn to force myself to push through that part of it (which involves a small bit of mental suffering that you just accept as part of it; you have to do this, to get that; accepting that it's a requirement is important to limiting your brain thinking you can avoid aspects you dislike). Lack of very narrow focus was always a mistake in hindsight. One or two projects is the max now, anything more than that is too much splitting of focus which is a killer. And two projects might almost always be one too many, frankly. It's extraordinarily difficult to build a successful business or project, there is a strong argument that on average to do so will take every bit of focus you have to give and diverting any of that focus to other projects dramatically increases the odds of failure (odds which are already very highly tilted toward failure by default).