Author: RMC Learning Solutions

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Explaining the Kanban Methodology

Project manager using the kanban methodology of sticky notes to track project tasks

Kanban is one of the methods you can use as a project manager to organize tasks and track progress, as well as continually improve the way that you lead your teams on any size project. What exactly is the Kanban methodology, and what are the real benefits of implementing this tool into your workflow?

What is the Kanban Methodology?

  1. What Is Kanban?
  2. How Does Kanban Work?
  3. The Benefits of Using Kanban Boards

What Is Kanban?

Sometimes, it helps to see work illustrated in an easier-to-understand, visual format, like when you take data and plot them on a graph or chart. This is especially true when it comes to dealing with a lot of information, and when it comes to completing complex projects.

Kanban is a visual way to manage your team and the work that they do as they move through the various stages of a project.

Ultimately, by using Kanban, you can visualize your workflow, or process, as well as the work that you’re doing in each phase of the project. This allows you to recognize problems along the way so you can fix them quickly, stick to your budget, and stay on course towards meeting stakeholder and client expectations.

Fun fact: Kanban was developed by Toyota in the ‘40s.

How Does Kanban Work?

Kanban is straightforward and it’s really easy to start using it whenever you’re ready.

Put simply, you use Kanban boards (they could be physical or electronic boards) that feature cards, which describe tasks that need to be completed. The cards are placed in columns depicting your movement through a project from start to finish. When you complete a task, you move the corresponding card to the next column so you and your team can see exactly where work still needs to be done.

So, when you look at your Kanban board, you’ll be able to immediately see what tasks need to be completed, which ones are in progress, and which ones are already done. You can also determine who is working on each task, and who will take over later on as the task moves through the phases of the project.

A typical board might consist of a column for backlog, a column for new tasks that you need to do, another column for tasks that are in progress, and a final column for those tasks that are finished. But there’s flexibility here, so do what works for you.

One thing to remember, though, is to set a limit on the number of work tasks in progress, or WIP, tasks that are allowed (for example, no more than 5 work in progress tasks at a time). This can help ensure your team members won’t take on more than they can handle at any given point. And it can help the work move from one stage to another at a steady pace because team members won’t be able to take on new tasks until they complete what’s in progress first.

What happens if your team is unable to move items from “in progress” to the next phase? Well, you’ll be able to quickly realize that there’s a problem because the flow of work will be slowed as a result of this bottleneck. See how it can keep things moving along nicely?

The Benefits of Using Kanban Boards

  • You can start using the Kanban methodology right away because it’s easy to add it into your current project management process. Then, you can adapt it as you go in order to make it work even better for you and your team. In fact, Kanban encourages gradual changes that can help your team improve the way they function together.
  • With Kanban boards, you and your team can check in on progress at any time. You can all stay up-to-date on what has been accomplished and what still needs to be done to move a project forward. If you’re looking for an easier way to keep everyone on the same page, this could be it.
  • Because Kanban is a “pull system,” tasks can only be pulled when your team can actually work on them. This means Kanban can help with efficiency, and it can alert you to any problems or challenges that are preventing your team members from moving forward.
  • The Kanban system encourages collaboration because your team has to work together to keep tasks moving along nicely. It provides proof that they share responsibility, and that working together can help them do more. At the same time, it limits ineffective multitasking, especially because of the work in progress limit.
  • When you need to let your stakeholders know about your progress on a project, a Kanban board can showcase it simply and clearly, so you can communicate with them even more effectively.

Try Kanban for Your Next Project!

If you’re using Agile to break projects down into manageable stages that encourage continual improvement to ensure a stellar end result, you might love using the Kanban method as well. Quick and easy to implement, you can try it whenever you start working on your next big project.  Want to explore other agile techniques, consider RMC’s Agile Fundamentals eLearning Course.

If you are considering taking the PMP exam, Kanban is also a key tool you are likely to find on the test.  Find out more about the agile tools for the PMP exam.

Want to learn even more about how to become a more successful project manager? Check out the many online and in-person courses we offer, and contact us with questions anytime!

Sources:

https://www.atlassian.com/agile/kanban

https://getnave.com/blog/what-is-kanban-methodology/

https://www.projectmanager.com/kanban

https://www.youtube.com/watch?v=R8dYLbJiTUE

https://zenkit.com/en/blog/kanban-explained-what-youve-always-wanted-to-know/

https://kanbanize.com/blog/how-to-use-kanban-for-project-management/

https://www.digite.com/kanban/what-is-kanban/

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Best PMP Exam Prep eLearning Course to Help Pass the PMP

Woman on computer using PMP eLearning course

You have decided to get your PMP certification, and realize you need to prepare. You’ve considered using an exam prep book. Maybe even have tried to prepare solely with it.  After some initial study you decide that you need the instruction and guidance of a professional trainer, but an instructor-led course just doesn’t fit into your busy schedule.  A PMP Exam Prep eLearning course might be a good option.

Instructional Quality

At the core of a quality eLearning course is how it’s designed. Think of eLearning instructional design as the equivalent of a college course syllabus. The course should be structured to teach, review and reinforce key concepts of the PMP exam. Some people learn through reading. Others need to hear the information. Others require interactive games. The goal is to get the information to you in a way that you can understand and apply to the PMP exam environment.  An easy way to experience an eLearning course if to sample the course.  Look to see if you can download and try out the course before you buy it.

Remember, there’s no set pace in an eLearning course. You can take a course in numerous five-minute segments, complete your journey in one sitting, or anywhere in between. Make sure the course consistently build concepts through out the learning experience.

Rita’s PMP® Exam Prep eLearning course is designed by professional instructional designers to build your learning one page at a time. We use visuals, exclusive exam tips, case studies and interactive tools to break down the complex exam material in a way that makes it easier for you to understand and retain. Within each lesson, we offer quick tests. This powerful tool allows you to test your knowledge at the beginning and that end of each lesson. Consider sampling our PMP Exam prep eLearning lesson.

Comprehensive Study Materials

A comprehensive eLearning course should also include study materials to support your preparation.

For example, having exam simulation as part of your eLearning course is a critical element of your exam prep journey. That’s because you’ll want to continue to test your knowledge and reinforce concepts after you have completed your course. Taking practice exams allows you to ‘test’ your comprehension. You can practice how to read complex exam questions, so you understand what PMI is looking for and provide the correct answer. Additionally a good exam simulator also helps you identify areas where you may need to study.

RMC has you covered. Our powerful exam evaluation tools will help build your test-taking knowledge and confidence. The course includes our FASTrack exam simulator, access to digital versions of Rita’s Exam Prep book and HotTopics flashcards. You can cross-reference these materials to fill your knowledge gaps to help you study and recall important exam concepts and difficult terms.

Access Rita’s Process Chart game and test your knowledge of the project management processes.  Find a library of downloadable resources including a study plan, a notebook to document areas of weakness,  plus additional bonus content.

Aligned with Current PMI Standards

PMI updates its exam content frequently. The best PMP exam prep eLearning course should align with the latest edition of A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) and the PMI Examination Content Outline.

Keeping up with PMI’s standards is a time commitment for a training company. For example, PMI recently announced that about half of the 2021 exam will cover agile or hybrid approaches.

We modified our materials to align with those changes by adding agile content pertinent to passing the PMP. RMC’s eLearning course has lots of new content to align with the new domains of People, Process, and Business Environment from the Examination Content Outline, as well as agile content pertinent to passing the new exam.

RMC’s PMP eLearning is current. It has new functionality that automatically calculates your overall average score from the quizzes you take throughout the course. This score is always visible so you can track your progress. Our FASTrack exam simulation aligns with the new shorter full exam timing of 230 minutes (previously 240), 180 question full exams (previously 200) and two separate timed exam breaks (previously 1 break). Rita’s exam prep book and flashcards also align with PMI’s exam changes.

Interactive and Engaging Experience

Preparing for the PMP exam takes time and effort. The concepts and information on the test are intentionally complex and difficult.  The best PMP exam prep eLearning course needs to be fun to help you stay engaged with the material. Look for fun exercises to help reinforce learning. You want to learn, not memorize

The course should be rooted in real-world case studies and project examples to show you how to apply your knowledge. In this way, you get the added bonus of practical knowledge that can be immediately used on your current and future projects.

RMC uses many exercises including Planning Poker, Bingo, Drag and Drop, game board and a bowling game to have fun while you learn. We also have professional audio that makes the learning experience fun and feels like having a friend guiding you through the course.

We believe exam certification training should be real, not hypothetical. Our goal is to make complex information easily digestible using real world language to guide your studies.

Post-Course Study Plan

After you complete your eLearning course, you’ll need a study plan. The best PMP exam prep eLearning courses supplement the course with tools, resources and a plan to help you achieve your goal of passing the exam on your first try. Make sure the course you choose has a process that can be tailored to your specific focus areas. The plan won’t be very helpful if it doesn’t address your knowledge gaps.

RMC’s course covers exam readiness and a study plan. We offer a step-by-step plan that incorporates course tests, exam simulation, downloadable tools, exam tips and ECO domain check list in to your study plan. We recommend your study plan include taking 2 to 3 tests with an exam simulator to achieve a score of 75% or higher before you take the test. Also play Rita’s Process Chart game once a day, tracking your score until you achieve a score of 80%.

Other Things to Consider

As you evaluate your options, you will want to make sure you earn all 35 contact hours toward PMI’s exam requirement upon course completion. You will also want to have unlimited online access — 24 hours a day, 7 days a week — to your eLearning course from a laptop or other portable digital devices.

RMC’s has one of the best PMP Exam Prep eLearning Courses in the market. We take the time and effort to make a first-rate eLearning course.  Contact us to learn more about RMC’s eLearning course or check out our latest course yourself. Best of luck on your exam!

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5 Key Agile Tools for Passing the PMP® Exam

Woman at her computer reading about agile tools to pass the PMP Exam

Don’t let agile content on the PMP® exam take you by surprise! As expected, test-takers are reporting that 50% or more of the PMP® exam consists of hybrid and agile questions. Through our research, we have identified some key agile tools you may come across on the exam. By knowing these tools and some related terminology, you could get more answers right on the exam.

5 Agile Tools for the PMP® Exam

  1. Product Backlog
  2. Iteration
  3. Information Radiator
  4. Story Points
  5. Kanban Boards

1. Product Backlog

Sometimes called a “backlog,” this tool is part of the requirements management process and is used and maintained throughout the project. The requirements are categorized by priority into a list. As requirements are met (or “done”), they are removed from the backlog. Items can be reprioritized, added, or removed. This is called “grooming the backlog.” Below is an example of a backlog, followed by some other useful terms to know for the exam.

User Story: Agile teams typically break the product features (or high-level requirements) down into user stories. User stories are written in the following format: As a <role>, I want to <functionality> so that <business benefit>. As you can see from the backlog example, each user story is written following this structure.

Definition of Done: The team and the product owner need to agree on a definition of done before the team begins working so that everyone has a shared understanding of what “done” will look like for that increment.

2. Iteration

An iteration is a timeboxed period of product production. Specifically, you might see the term “sprint” on the PMP® exam. “Sprint” and “iteration” are synonymous, and they are timeboxed to one month or less. Each sprint is like a mini project. When a sprint ends, any incomplete product backlog items are returned to the product backlog, to be added to the next sprint or reprioritized. Here are other terms to know related to iterations.

Scrum: Scrum is a popular agile methodology that is lightweight and easy-to-understand. In Scrum, iterations are called “sprints.”

Scrum Master: The Scrum Master is the team’s servant leader. The Scrum Master guides and coaches the team.

Sprint backlog: The sprint backlog can be presented like a Kanban board (see the information radiator section). It relates only to tasks that happen during that sprint. The sprint backlog serves as a highly visible view of the work.

The daily scrum, or daily stand-up, is a 15-minute meeting that is held at the same time and place every day while the team is working toward the sprint goal. Each member of the team briefly answers three questions about what they are doing to meet the sprint goal:

  1. What have I done since the last meeting?
  2. What do I plan to do today?
  3. Are there any impediments to my progress?

The team leader or Scrum Master makes sure the meeting happens every day and follows up on any identified obstacles.

3. Information Radiator

This is agile’s umbrella term for highly visible displays of information, including large charts, graphs, and summaries of project data. Information radiators are usually displayed in high-traffic areas to maximize exposure, where they can quickly inform stakeholders about the project’s status. A Kanban board (see Kanban board section) and a sprint backlog are examples of information radiators, as are burn charts. Here are specific burn charts you may see on the PMP® exam:

Burndown chart:  This example of a burndown chart tracks the work that remains to be done on a project. As work is completed, the progress line on the chart will move downward, reflecting the smaller amount of work that still needs to be done. Burndown charts allow us to quickly project when the work will be done but they make it hard to separate the impact of scope creep from the team’s progress.

Burnup chart: Burnup charts track the work that has been completed. Therefore, the progress line on it will move upward, showing the increasing amount of work that has been completed. A burnup chart can show changes in scope, making the impact of those changes visible.

4. Story Points

Story points are used as an estimation tool for agile teams. Instead of estimating in hours or days, agile teams estimate in a relative unit called “story points.” For example, imagine we have already developed a simple input screen and have given that task a size of 2 story points. We can then estimate the remaining tasks by comparing them to the input screen. We might assign 1 story point to a simple fix or change and assign 3 points or 5 points to bigger pieces of work. Relative sizing, as in story points, doesn’t give a false sense of an exact measure, as hours might. Sizing one piece of work relative to another also accounts for the different speeds at which people work. A story might be 3-points for experienced developer, or 5 points for a novice worker.

5. Kanban Board

A Kanban board is the primary tool for planning and monitoring the progress of the work. It’s generally a whiteboard (or its electronic equivalent) with columns that show the various stages of work (as shown here). The tasks that are being worked on are represented by sticky notes that team members move through the columns to reflect their progress. Teams will often have the daily stand-up meeting at a Kanban board.

Learn More About Agile for the PMP Exam

RMC has several opportunities to learn more about these tools. If you are planning to take the PMP exam, sharpen your Agile knowledge as part of your test prep.

RMC offers a self-directed Agile Fundamentals eLearning Course that teaches agile project development, practices, tools, and techniques to immediately use agile methods on your projects. We also have the Agile Fundamentals book in hard copy or in an online subscription format.

If you are looking to introduce additional team members to Agile Fundamentals, contact us to learn more about our instructor-led classes.

You can also watch our webinar on the 5 Key Agile Tools to Know for the PMP Exam.

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Project Charter and the Practice of Law

project cTwo colleagues discuss the project charter and practice of law

A project charter can be a useful project management tool for the practice of law. The charter is the authorizing document for a project. It contains information describing the scope of the project, a rough estimate of its cost, the value of the project to the organization, and a basic description of the internal and external resources needed to complete the project. The document also identifies known stakeholders in the project as well as the project’s objectives.

An interesting aspect of the project charter is that it provides a basic description of what success looks like and identifies deliverables and objectives. While deliverables probably would not be relevant in most legal project charters, a description of objectives certainly would be. The project charter is signed by the project sponsor. This authorizes the project manager to do the project.  It is through the project charter that the project plan is created and money budgeted.

How Lawyers Can Use a Project Charter?

In modified form, a project charter can be adapted to some aspects of a law practice, perhaps as part of or attached to a retainer agreement. There are a couple of scenarios where a project charter might be helpful. In a case for the purchase of a business, where a client is looking to fit a prospective purchase with other businesses they currently operate, a document created with their lawyer outlining the strategic fit of such a business within their portfolio (from a legal perspective) could be helpful.

I am not advocating that the lawyer start providing business advice to a client, however, it would be a good idea to discuss where aspects of a purchase would fit from a corporate entity standpoint, a tax standpoint, or how intellectual property portfolios might mesh. This could provide a strategic baseline for the transaction that could be important if some of these assumptions change during negotiation or due diligence.

A charter would also be helpful since it could provide a first cut at estimating the scope of the transaction, the level of effort and cost. Having this initial look at issues relating to the transaction might provide good information to a client as to whether to proceed or walk away. It could also provide the clients other business advisors, such as accountants and business advisors with information that will allow them to better advise your client.

Additional Project Charter Benefits for a Law Firm

Another area that comes to mind for the potential use of a project charter could be where your client is contemplating filing a lawsuit against an intellectual property infringer. There, the strategic direction of the potential lawsuit, the goals sought to be achieved when matched against the costs and strategic risks associated with a such an action could provide vital insight as to whether and how your client should proceed. For example, balancing the risks of starting a patent infringement action against the risk of a counterclaim seeking to invalidate the patent or an antitrust action seeking damages or an injunction from misuse of the patent.

Many of these things are done by firms all the time. An advantage of doing them in the context of a project charter is that you are discussing these issues in a business language that your client can readily understand. In essence, by creating such a charter, in plain language, you are meeting them half-way, providing a legal framework for a proposed course of action described in a business context. This could be extremely valuable to your client.

Things to Watch Out for When Using a Project Charter

There are risks associated with this type of document. The first thing a lawyer should be mindful of is the possibility that any discussions of business strategy could be viewed as non-legal work and thus not covered by the attorney-client privilege. In creating a charter for your project, a lawyer needs to be careful to limit it to legal advice and related legal strategy.

Build Your Project Management Knowledge

A project charter can be a useful tool for a lawyer. It can be used to clarify the objectives, costs, and potential risks of a legal matter. It is also a useful tool in lawyer-client communication.

Continue to learn more about project management techniques. RMC’s PM Crash Course in a book or online PM Crash eLearning course gives non-project management professionals an excellent foundation in predictive and agile methods so you so you can apply them to your job immediately.

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Applying OCM to Projects

Project team working at on applying OCM to their project

Projects come with specific objectives and goals that can result in changes to the way a business works. But if the individuals within an organization who are going to be impacted by the outcome of a project don’t agree to implementing changes, your goals won’t be met after all. The solution: Organizational Change Management.

Organizational Change Management and Projects

  1. What Is Organizational Change Management?
  2. Why Is Project Change Management Important?
  3. Organizational Change Management Strategies
  4. Using an OCM Framework Is a Game Changer

What Is Organizational Change Management?

A lot goes into managing projects successfully, but one thing that might be overlooked is Organizational Change Management (OCM). Put simply, this process helps ensure that anyone who will be affected by a project will be aware of, as well as accepting of, important changes.

OCM is a process that helps you prepare stakeholders and workers for the changes that lie ahead, thereby putting their minds at ease and giving them the chance to understand why the changes are necessary and beneficial.

Why Is Project Change Management Important?

Let’s say you’re managing a project that will result in the implementation of new processes designed to boost a company’s efficiency. Now imagine that those processes are quite different from those currently in place, causing workers to be resistant to the changes.

As you probably already guessed, when this type of scenario occurs, it can dramatically decrease the ROI of a project. After all, the whole point was to implement changes for the better, with the expectation that the people within the company would be willing to agree to the changes.

With OCM, the focus is on educating and preparing those who will be affected so they can understand the benefits and the necessity of applying the changes that a project requires. Ultimately, it’s about transitioning seamlessly from old ways of doing things to new methods that bolster success.

Organizational Change Management Strategies

How can you make the most of change management in project management, and make sure you integrate OCM into project plans effectively?

First off, homing in on the people who will be directly affected by a project’s outcome is the goal of OCM. But you want to do this while you’re managing a project, not after it’s complete.

Also, you can have a project management team and a change management team working together to help reduce risks, improve communication, and boost efficiency. It’s best if these teams work together, communicate well, and agree to the common goals. And it’s also wise to ensure team members on both sides understand their responsibilities and can follow a process that includes milestones.

Using an OCM Framework Is a Game Changer

Integrating OCM into your project management plan can be easier when you use an OCM framework that’s designed to reduce resistance, increase motivation, and create change smoothly and quickly.

A framework can help you take the appropriate steps, in the right order, to ensure people will be prepared for any changes that are forthcoming. You can address concerns and reassure everyone that a change will be a positive move in the right direction. Changes can be managed, workers can be productive, and project goals can be realized.

The good news is you can choose from various frameworks to find the one that you prefer. Examples include:

  • ADKAR Model
  • Satir Change Management Model
  • Kotter’s Model
  • Kübler-Ross Model
  • McKinsey 7-S Framework
  • Lewin Model

Bottom line: with Organizational Change Management, it’s all about managing a project like you normally would, while also planning for the ideal outcome by taking steps to ensure the impacts of the project will be readily accepted. And, with the right OCM framework, it becomes easier to focus not only on the requirements of the project but also on the people who will be affected by it.

Sources:

https://www.enableps.com/the-importance-of-ocm-in-projects-management/

https://adaptmethodology.com/change-management-framework/

https://blog.remesh.ai/7-organizational-change-management-frameworks

https://change.walkme.com/change-management-frameworks/

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Project Management and Law

Coworkers seated at computer discussing project management and law

A recent trend in law firm management is to bring the practice of project management and law together.  The motivation for this appears to be to maintain firm profitability in fixed fee arrangements.  If a firm’s lawyers spend too much time on a matter, it reduces the firm’s profitability.  The goal is to maintain quality in the shortest time possible.  To do this, many law firms are looking to project management to improve efficiency.

If you think your law firm might benefit from project management tools and techniques, here are some ideas on how you might incorporate project management in your practice.

Legal Project Management

  1. Introduction to Project Management
  2. What Is The Agile Method?
  3. Business Environment and Law
  4. Choosing Planned Project Management
  5. Consider An Agile Approach
  6. Bring Project Management To Your Law Practice

Introduction to Project Management

Project management is a discipline where a project manager uses a series of tools and techniques to efficiently manage a project.  A project is an endeavor that has a discrete beginning, middle and end. [RMC Crash Course in Project Management] A piece of litigation could be thought of as a project as could the purchase of a business or the drafting of a will.  In fact, given the nature of the practice of law, project management is well suited for use by lawyers in managing their practice.

Project management got its start the first time somebody tried to build something.   Some say it started with the pyramids.  As project management grew and developed it became more complex and document intensive.

What Is The Agile Method?

In early 2001 some software developers, frustrated by what they saw as the over bureaucratization of project management created what they called the Agile Manifesto.  This manifesto emphasizes individuals and interactions over processes and tools; working software over comprehensive documentation, customer collaboration over contract negotiation and responding to change over following a plan.

Over the years agile has expanded into other areas and is not exclusively used in software development.  It also has become more document and process intensive to the point where some types of agile (there are many) are almost indistinguishable from traditional project management.  There are also hybrid approaches which incorporate aspects of traditional and agile project management.

Business Environment and Law

An important project management domain is called “Business Environment.”  As the name indicates, this is the ecosystem in which the business operates.  It includes the competitive environment, corporate culture, business governance and the regulatory environment in which the business operates.

This is especially relevant to a law practice.  The above elements of the business environment all apply to a law firm.  By its nature, a law practice needs to be especially sensitive to the regulatory aspects of a business environment since it is the focus of the work – the work of a lawyer is to deal in that regulatory environment.

Litigated matters are governed by the rules of civil or criminal procedure.  The purchase or sale of a business is governed by a myriad of rules and regulations, including tax, corporate and business law, intellectual property law and others, all of which play intricate and essential roles.  Estate practices must deal with probate law – procedural and substantive.

Choosing Planned Project Management

In many ways, the business environment will dictate the project management process used by the firm.  As lawyers we would tend to gravitate to more predictive types of project management.  The linear process approach to project management could fit with the nature of the laws and regulations governing most legal matters.

However, in some areas a more agile approach would be appropriate.  I could see this in situations where the firm is dropped into the middle of a situation where it doesn’t have a lot of information or is required to move quickly. An example would be where the firm represents a client a legal action involving a temporary restraining order or preliminary injunction.  I could also see an agile or hybrid approach used in situations involving a hostile takeover or an unforeseen enforcement proceeding.

Planned or predictive project management is very linear and planning intensive.  It is broken down into five knowledge areas:  Initiation, planning, executing, monitoring and controlling, and closing.  The most time-consuming knowledge area is planning.  There are over a dozen process groups within that knowledge area.  They include scope management plans, stakeholder management plans, risk management plans, quality management plans, communication management plans and a long list of others.  This type of project management is most often used in areas where there is a well defined scope such as building a bridge or factory.

Intensive planning simply didn’t work in the software industry.  Plans were often outdated before there was ever an attempt to implement them.  Agile was created by software developers to allow for change oriented project management.  Projects were conducted through a series of “sprints,” which typically lasted to weeks.  After a sprint, the project was re-evaluated.  Work completed, hopefully resulted in the creation of something useful.  The results of the sprint formed the basis for a new sprint.  The results of a sprint required changes in scope of the project along with a new set of tasks to be performed during the next sprint.  Tasks that were not completed in the prior sprint were usually carried over to the next sprint.

In terms of firm efficiency, while you may not know how long an entire matter will take, an experience lawyer can have a good understanding how long particular tasks will take.  In putting together the number of tasks to be performed during a sprint they can estimate the total amount of time necessary to perform the work necessary for that sprint.  Granted, it will be a rough estimate, but it could be a basis for a lawyer giving the client an estimate of the cost of performing a certain amount of work.

Consider An Agile Approach

An agile approach may be better in dealing with situations where, for example, a client walks into a firm with a pile of papers, advising that someone is seeking to enjoin their sale of a new product and that they are seeking something called a preliminary injunction that is set down for a hearing in a couple of days.

You call opposing counsel, ask for a delay (continuance or adjournment depending on where you are).  They agree provided you consent to cease and desist selling the product pending the hearing.  Your client refuses.

Now you have your first sprint.  It will last two days instead of two weeks.  If you’re using agile, you are writing notes, which in the agile world are called work packets or tickets, as you read.  These work packets are discrete pieces of work that can be assigned to lawyers and paralegals.  They can relate to fact investigation, legal research, or obtaining information from third parties. The agile process also calls for daily, check-ins to determine where people are with respect to their work packets and where they will be going.  Given the tight deadline, you may want to have check-ins more than once per day.  In the agile world these would be stand-up meetings or scrums.   The point is, in this kind of situation, where you need to move fast, you can’t sit down and put together a project charter or detailed planning documents.

Agile may not be appropriate in other situations where there is ample time to plan.  The purchase or sale of a business or a merger come to mind.  A legal audit of a client could also be a good application for a planned or predictive project management approach.

The point is, project management can help attorneys more efficiently manage their work.  Using these tools, a lawyer can gain predictability of the time and effort necessary to complete a matter.  This will benefit the firm as well and the firm’s clients in the long term.

Bring Project Management And Your Law Practice

Interested in bringing project management skills to your work? You could hire a project manager and build their legal understanding. Another option is to dedicate a member of team, such as a paralegal or a managing partner, to develop project management skills and bring those to key projects.

RMC PM Crash Course in a book guides the non-project management professional through predictive and agile concepts to give you a practical foundation in the predictive and agile project management methods.  This content is also available in an online interactive PM Crash eLearning course with games and exercises to learn at your own pace.

RMC also offers a Project Management Tricks of the Trade course that teaches you real-world project management application with a expert project management trainer.  Contact us to find out about our class schedule

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How to Fill Out the PMP Application

Business woman at computer working on PMP application

Have you decided that you want to become a Project Management Professional (PMP) and acquired the necessary experience and education to become certified? Then it’s time to fill out the application to take the PMP exam that’s administered by the Project Management Institute (PMI).  

Many people become overwhelmed by this application. But when you have a better idea of what’s on it, and how to fill it out properly, it will be less stressful.  

Below, we break down the two major sections on the PMP application: education and experience. These are the areas you want to home in on to ensure you fill them out completely and correctly. The rest of the application involves filling in basic details about yourself, such as your contact information.   

PMP Application Guide

  1. How Can I apply for the PMP exam? 
  2. How Do I Fill Out a PMP Application?
  3. Fill out the PMP Application with Confidence 

How Can I Apply for the PMP Exam?

First, you’ll need to have an account to access the PMP application on PMI’s website. Keep in mind that you’ll be required to fill it out and submit it online.  

The entire application process for the PMP exam begins the moment you open the application to start providing the necessary information. But you don’t need to finish it all in one sitting.  PMI saves it and gives you 90 days to get it done and send it in for approval.  

How long does it take for my PMP application to be approved?

Generally, it might take anywhere from 5 to 10 business days for PMI to contact you, but you might receive confirmation of acceptance sooner than this.  

Affecting how long it takes depends on whether the application is accepted, randomly selected for auditing, or it’s been rejected.  

If the application is audited, PMI will tell you why they need more information. If it’s accepted, you can pay the fee to book and take the exam.  Then you can begin your PMP exam prep.

Why would my application be rejected?

Your application may be rejected for several reasons. Here are some common examples:

  • Did not provide clear descriptions of the work you’ve done
  • Failed to prove that you’ve led projects in the past
  • Didn’t show that you completed the right number of training contact hours. 

Rest assured that you can reapply after being rejected. Just be sure to carefully read PMI’s reasons for rejecting the application and make appropriate to those reasons.  

How Do I Fill Out a PMP Application?

Filling out the application online is easy, but it’s critical that you have all the information you need on hand. That way, you can move through it efficiently.   

Remember, there are two paths you can take to qualify for the PMP exam: 

  • A four-year degree, 36 months of experience in leading projects, and 35 hours of project management training or get your CAPM certification.
  • Get a high school diploma or associate’s degree, have 60 months of experience in leading projects, and 35 hours of project management training or get your CAPM certification.  

How can I write my education in my PMP application?

This section should include information about your high school and college education, as well as the 35 contact hours you’ve completed specifically within the field of project management.  

Provide all the required details, without leaving anything out (i.e., when you received training, what program you were enrolled in, and the organization that taught you).  

How can I write my experience in my PMP application?

The other big section is the one that showcases your relevant experience. This one is trickier, so take your time. Also, consider searching for PMP application experience examples before you start so you have a better idea of what to expect.  

To prove that you’ve completed the required number of hours in the field and in a professional setting, make sure you add in all the relevant projects you need. 

Aim to show PMI that you accomplished a variety of tasks and use strategic keywords within each project’s description. For example, use appropriate knowledge area and/or agile terms, process group names, and appropriate constraint names. Just keep in mind that it should be experience you’ve gained within the last eight years.  

Every project you list must meet the definition of a project according to PMI. This includes the creation of something new, having a beginning date and end date, along with specific management of constraints like scope, schedule, cost, and resources.  

How would you describe projects for a PMP application?

Get ready for this because you’ll have to provide several details. For each project, you’ll need to give the following: 

  • The title of the project and its dates
  • Where you worked on the project and your job title  
  • The project’s budget
  • The methodology you used (e.g., agile, hybrid, waterfall)
  • The size of the team and the functional reporting area

In addition to giving details about your role and responsibilities while leading projects, you’ll also be asked to provide more details in the summary of each project, such as its objectives, deliverables, and final outcome.  

Plus, there are five process groups in PMBOK: Initiating the Project, Planning the Project, Executing the Project, Controlling & Monitoring the Project, and Closing the Project. Show that you completed a minimum of one task from every group.  

Final tip: keep project descriptions to around 500 words or less (but not less than 200 words.  

Fill Out the PMP Application with Confidence

At RMC, we’re here to support you as you work toward getting your PMP certification, feel free to contact us if you have questions about what it takes to get the right education, training, and experience in this area.    

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Project Prioritization Troubles? Brainstorm New Metrics

Team members working on project prioritization

If you’ve ever tried to run a prioritization session and left more confused than when you started, you’re not alone. For many project managers, prioritization isn’t just hard—it can feel political, vague, or worse, like a guessing game wrapped in PowerPoint.

Traditional frameworks like MoSCoW, RICE, and weighted scoring are helpful—but often incomplete. They break down when every project is labeled “high impact” or when organizational goals shift mid-quarter. That’s why it may be time to rethink how we prioritize. And that starts with the metrics we use.

This blog isn’t about throwing out your prioritization process. It’s about evolving it. Let’s look at how brainstorming new, context-aware metrics can bring clarity where standard tools fall short.

Why Traditional Metrics Often Fail

Most prioritization challenges aren’t caused by bad tools—they’re caused by mismatched assumptions.

  • Impact scores assume alignment on “impact” (spoiler: rarely true)
  • Effort estimates are guesswork if scope isn’t well-defined
  • Scoring matrices become cluttered when every metric is rated “high”

The result? Gridlock. Politics. Teams stuck debating value instead of delivering it.

Enter: Custom Metrics for Real-World Prioritization

Brainstorming new metrics doesn’t mean reinventing the wheel. It means asking: What matters most to our org right now? Then creating metrics that reflect those priorities. Here are a few categories to spark your brainstorming:

1. Momentum Metrics

These reflect readiness and progress, not just desirability.

  • Dependency Readiness: Are we waiting on external inputs? Or is this project unblocked and actionable?
  • Team Energy: Is there natural momentum or appetite on the team to build this?
  • Prior Work Invested: Have we already sunk research, design, or planning hours here?

Why it matters: Prioritizing half-built or unblocked projects often yields faster returns than starting from scratch.

2. Resilience Metrics

How adaptable or future-proof is this initiative?

  • Change Tolerance: Can this project withstand organizational or market shifts?
  • Scalability Score: Will it still work when the company doubles in size?
  • Sustainability Factor: How much ongoing maintenance will this require?

Why it matters: Some projects look great today but create long-term drag. Flagging that early helps balance risk.

3. User-Centric Metrics

Instead of theoretical value, focus on real impact.

  • User Frequency: How often will this solution be used?
  • Pain Point Severity: How much frustration does it eliminate?
  • Voice of Customer Weight: How often does this request show up in feedback, sales calls, or support tickets?

Why it matters: Projects with high business value but low user impact can often be deprioritized in favor of quick UX wins.

4. Strategic Alignment Metrics

Bring clarity to the “why now?” question.

  • Goal Alignment Score: How closely does this project support current OKRs or strategic themes?
  • Differentiation Level: Will this give us a competitive edge?
  • Internal Visibility: Will this project build internal credibility or momentum?

Why it matters: Not all value is user-facing. Some initiatives help gain stakeholder buy-in or unlock bigger efforts.

5. Experimental or Innovation Metrics

Use when your roadmap includes discovery or innovation work.

  • Learning Potential: What will this teach us, even if it fails?
  • Exploration ROI: Could this open doors to new markets or products?
  • Hypothesis Pressure: Is this a critical assumption we need to test?

Why it matters: Prioritization frameworks often ignore the value of learning. But in innovation-heavy work, it can be the whole point.

Making New Metrics Work: A Few Tips

Creating your own prioritization metrics requires cross-functional collaboration and a willingness to experiment. Here’s how to make it stick:

  1. Co-create with stakeholders: Bring product, tech, marketing, and ops into the process. Different lenses = better metrics.
  2. Limit to 5-7 metrics: Too many, and prioritization becomes analysis paralysis.
  3. Review regularly: As strategic goals evolve, so should your metrics.
  4. Visualize simply: Use heatmaps, quadrant charts, or scores that make trade-offs intuitive.

Final Thought: Prioritization Is a Mirror

Your prioritization metrics reveal what your team, department, or company really values. If you’re struggling to make decisions, it might be time to reflect on whether those values are still aligned.

Brainstorming new metrics isn’t a sign of failure. It’s a mark of maturity. It means you’re willing to meet your complexity with clarity. And when your metrics are right, prioritization doesn’t just become easier—it becomes strategic. So the next time your prioritization session stalls, don’t just shuffle projects. Rethink the scoreboard.

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Qualifying for Taking the PMP Exam

Close up of business woman at her desk working on PMP qualifications

Do you want to get your PMP® certification to take your project management career to the next level? You need to take and pass the PMP exam. And, to be totally prepared to pass the PMP, consider RMC’s time-tested and proven training materials. 

However, before you can even sign up to take this exam, you need to meet certain qualifications. Below is a short guide to the qualifications that need to be met before you can take the PMP® exam and get your certification. 

Eligibility

To qualify to take the PMP® Exam, you must have a secondary degree, along with 36 months of leading and directing projects, and 35 hours of project management education. 

Alternatively, you can show that you have a four-year degree, along with 60 months of leading and directing projects, or a current CAPM Certification, and 35 hours of project management education.

You also qualify if you have a bachelor’s or post-graduate degree from an accredited GAC program, along with 24 months of professional project management experience, leading and directing projects.  You’ll also need the 35 hours of project management education.

Note: The number of months for the Experience section must total at least 60 months, and the project dates must indicate those months of project management experience within the eight-year period prior to the application.

Forward Thinking

You will need to have a registered account on PMI’s website. From there, you will be able to find the online application form for the PMP® certification under the section titled “myPMI.”

PMI requires that you provide detailed records of all of the projects that you have handled during the required project experience period, and each of them should be documented separately. You will need to calculate the time spent on the different project management process groups, and provide a detailed description of your role in the projects. 

Note: In preparation of an audit, it is always a good idea to ask consent from your place of employment to list projects, roles, and time spent before you discuss them on your application.

Required Contact Hours

For the required 35 contact hours, make sure you train with an experienced project management training company that gives a certificate of completion for your training. And it is important to make sure that the training is aligned to the current Exam Content Outline. For further details about the exam content outline, visit PMI’s website.

At RMC, we offer a variety of training modes and study materials to prepare professionals for the PMP® Exam, as well as to earn the required 35 contact hours. Check out our  virtual live class schedule, or our PMP eLearning course to get started.

Note: The current PMP® exam is changing in January 2, 2021 and it will align with a new content outline. To learn more about the expected changes, click here. RMC is working hard to make the required changes to our self-study products and exam prep classes. We’ll ensure they’ll align with the new PMP® Exam Content Outline. However, our best advice to aspiring PMPs is to plan to study and take the exam before the exam change.

Considerations

Keep in mind that just because you qualify on paper to take the exam does not mean you will be able to pass it. You must know project management and have experience applying it—this includes both managing and leading projects.

To prepare, consider taking PMI’s CAPM® exam to receive the CAPM® certification if you do not meet the requirements for the PMP® Exam at this time. 

CAPM® test takers are required to have a high school diploma and 23 hours of project management education to qualify for the CAPM® exam.

You can read more about eligibility and requirements for the CAPM® Exam in our post How to Use Rita Mulcahy’s Exam Prep Products for the Certified Associate in Project Management (CAPM) Exam.

Certification: Taking a Major Step in Your Career

With the right preparation, you can qualifying for the PMP certification to differentiate you from other project managers. So, what are you waiting for? RMC can help you at every step, and you can start by browsing through our course offerings to learn more. 

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Agile Framework Options – What You Need to Know

Three colleagues at computer discussing agile framework options

Project management frameworks, including Agile framework options, are sets of processes and tools that can help you complete a project more efficiently and effectively. As an outline that you and your team can turn to throughout the course of a project, your framework will be there to guide you from start to finish, keeping you on track to meet your goals.

There are several frameworks that you can try, so you can find the one that will work best for you. The traditional framework that you might already be familiar with is often called waterfall. the most well-known waterfall sets of processes include initiation, planning, execution, control, and closure.

Another framework you can use to stay organized is based on Agile practices.

Agile Framework Options

  1. What Is An Agile Project Management Framework?
  2. What Are Agile Project Management Methodologies?
  3. Popular Agile Methodologies

What Is An Agile Project Management Framework?

Have you ever felt overwhelmed by a project? Using the Agile methodology, you can break it down into manageable activities. The Agile approach uses an iterative approach, which increases your flexibility in planning and building the product. You’ll find it relatively easy to make changes at regular intervals throughout the project.

Because you move through a project in incremental stages, Agile gives you even frequent opportunities to recognize problems, make changes quickly, and stay on course toward hitting targets.

Different types of projects call for different approaches. With the traditional approach, you define your objectives, plan thoroughly and then control carefully for change as you build your product. With Agile, early planning takes a broader approach. Typically, you can more easily adapt to change as you meet your objectives.

What Are Agile Project Management Methodologies?

Agile is essentially a blanket term that describes a philosophy for managing projects. Within it, there are several methodologies that you can use on their own or in combination.

They all take an iterative approach and follow the main concepts of Agile, which are to iteratively plan, build, test, and make changes based on feedback, until viable increments of the product are completed.

  • Scrum

Scrum is the most well-known Agile methodology. It’s best used when you’re delivering a product rather than a service. You’ll need to designate a product owner, a Scrum Master, and a development team.

Put simply, Scrum involves breaking down a project into “sprints.” These short iterations last between one and four weeks. At the end of each sprint, you have a version of what your final deliverable will look like that can be approved or revised.

  • XP

XP stands for Extreme Programming. It’s similar to Scrum in that it uses sprints and frequent releases that are planned in advance. But this methodology was designed for software development projects, so it’s centered around engineering principles.

The goal is to work in a collaborative manner within short cycles. Along the way, as with all Agile approaches, every member of the team remains and adapts to necessary changes.

  • SAFe

SAFe stands for Scaled Agile Framework. It’s system for implementing Agile, Lean and DevOps practices at scale.

This is another good choice when you’re leading a complex project, as SAFe can help you navigate various challenges, such as changes in the needs of customers, changes in market conditions, and digital disruption. Read more about how to choose the best project management methodology for your project.

  • Kanban

Kanban is another popular set of practices to help implement Agile. Related to Lean, is main goal is to limit work in progress. This goal carried out through the use of Kanban boards, an example being one that shows work in columns such as “To Do”, “In Progress”, and “Done”. This system also provides a visual representation what needs to be completed.

With Kanban, every team member knows what they need to do, what’s been completed, and what’s coming up. It also helps to easily recognize bottlenecks are.

  • Crystal

The Crystal family of methodologies are software development approaches that you select from based on priority and criticality of products and projects.

There is a great emphasis on the people working on a project and how they interact, rather than on the tools and processes that they’re using. Teams are allowed to figure out the best ways to optimize the way they operate, so they can more easily and quickly change when necessary.

Want to Learn More About Agile?

Although you might feel a bit overwhelmed at first when selecting an Agile development framework, if you have the right training, you can rest assured that you’ll make the right choice. That’s why RMC offers a wide range of courses in Agile Fundamentals and Hybrid Agile, including those that will prepare you for the PMI-ACP® certification. If you prefer to learn at your own pace, check out our latest Agile Fundamentals Guide to using an agile approach or our Agile eLearning courses.

Contact us today to learn more about how you can become an Agile pro!

Sources:

https://www.apm.org.uk/resources/find-a-resource/agile-project-management/

https://www.mendix.com/agile-framework/

https://www.workfront.com/project-management/methodologies/agile

https://www.cio.com/article/3434530/what-is-safe-the-scaled-agile-framework-explained.html

https://kissflow.com/project/agile/agile-project-management-methodology/