Author: RMC Learning Solutions

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Project Management Professional (PMP) Salary & Highest Paying Jobs

Professional at his computer reading about PMP Salary and Jobs

Project managers have dynamic jobs that allow them to use a variety of skills every day while working with teams of talented individuals. And they have the potential of earning a high salary while doing what they love.

How much does a project manager typically make, what factors can affect their salary, and how much does PMP add to their salary? Continue reading about the PMP salary benefits and get answers to all these questions.

Average Project Manager Salary

There are several factors that will determine how much money you can make as a project manager. Those include your job’s location and industry, the size of the company that hires you, and your experience, education, and certifications.

To give you an idea of average project manager salaries, we’ve broken down the information for you below:

  • An experienced and highly qualified project manager might earn anywhere from $92,000 to $151,000 annually, on average. Earnings are higher for those who are experienced, and an entry-level salary might be roughly $55,000.
  • A program manager might earn an average of around $92,000 to $158,000 annually.
  • A portfolio manager might make roughly $91,000 to $170,000 per year, on average.

Keep in mind that, for all these positions, receiving a PMP certification from the Project Management Institute (PMI) is a strategic way to increase your earnings. There are other benefits to getting your PMP certification as well.

How a PMP Certification Affects Your Salary

Becoming a Project Management Professional (PMP) is a popular route that many project managers take when they want to advance their career.

But is becoming a PMP worth it? For all the time and effort you need to put into preparing for the PMP certification exam, it should be worthwhile, so is it?

For many professionals who want to become qualified for more job openings and a higher salary, the simple answer is a resounding yes!

Does Being a PMP Increase Your Salary?

The median salary for a certified PMP is 32% higher in the United States –  so it’s a smart way to boost your earnings. To illustrate what we mean: while a project manager with PMP certification’s salary might be around $132,000, whereas without this distinction, you might only earn approximately $100,000.

The longer you work as a PMP, the more you’ll be able to earn. For example, if you received your certification only a few years ago, you might only make a little over $100,000, on average. But if you became certified more than a decade ago, you might make upwards of $130,000 annually, on average.

Side note: Is becoming a certified PMP better than getting your master’s in project management? Well, the median income of someone with this degree is around $120,000, so you might be able to earn even more if you become a PMP. Just keep in mind that various other factors will determine your salary as well.

What Types of Project Managers Make the Most Money?

In addition to becoming a PMP, it’s important to keep in mind other ways to increase your earning potential, such as:

Experience: As mentioned above, the more experience you can acquire, the better, because employers will be inclined to pay you more. While someone who has less than three years of experience in this field might make around $83,000 per year, a project manager with a couple decades of experience might be able to make around $135,000 per year, on average.

Industry: It’s also wise to carefully consider the industry you pursue, as this can greatly impact your salary. Some of the industries that pay the highest PMP salary include:

  • Resources – Roughly $135,000, on average
  • Consulting – Roughly $134,000, on average
  • Pharmaceuticals – Roughly $133,000, on average
  • Aerospace – Roughly $122,000 to $130,000, on average
  • IT – Roughly $117,000, on average
  • Healthcare – Roughly $111,000, on average

Budget and Team Size: Another way to boost your earning potential is by becoming skillful enough to manage a bigger budget and lead larger teams. Someone who can manage teams of 10 or more people might make over $120,000, on average. Compare that to someone who only leads a few people and who earns, on average, roughly $107,000.

RMC Can Help You Become a PMP

If you’ve thought about the perks that come with being a Project Management Professional and you’re ready to take the next step in your career, RMC is here to help you reach your goals. Explore RMC’s proven PMP exam prep materials and classes to help you successful study for the PMP.

Sources:

https://blog.capterra.com/top-5-highest-paying-pmp-jobs/

https://medium.com/the-digital-project-manager/how-much-do-project-managers-make-2020-project-manager-salary-guide

https://wwwpayscale.com/research/US/Certification=Project_Management_Professional_(PMP)/Salary

https://www.forbes.com/advisor/education/pmp-certification-salary

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Breaking Down the Project Charter

Two business women working on a project charter on the computer

Projects are most successful when there is written and approved authority for the project manager to plan and organize work. A project charter should be created by the project manager from input gathered from the sponsor(s) and the key stakeholders.

The project charter includes documentation of the project’s goals and the definition of the high-level project and product descriptions. The project manager uses the project charter throughout the project to make certain the business case and the project objectives can be met. Therefore, the charter becomes the mandate allowing you to gain “buy in” on the project and its goals. Given its purpose, the charter should have minimum jargon and be easy to read. There are additional benefits of the project charter.

The project charter should be broad enough that it does not need to change as the project progresses. Any change to the project charter should call in to question whether the project should continue.

Elements of a Project Charter

As we walk through the elements you will need to create a project charter, these sections are not exact as a charter should be tailored to meet the needs of the business and project.  Use these components to get you started.

Project Title and Description: The project title and description define What is the Project.

Project Manager Assigned and Authority Level:Includes the name and title of the project manager.  It answers the question, “To what extent can the assigned PM make decisions?” For example, can the project manager approve budget changes, change the schedule, and approve staffing assignments? Keep in mind that when the project is underway is not a good time to find answers and make such decisions!

Business Case: The business case should answer the business need for doing a project. It describes how the project links to the organization’s high level strategic goals. How will the project bring value to the business? On what financial or another basis can we justify doing this project? Understanding the business case will impact the way the project is managed and outlining it in the project charter is essential.

Resources Preassigned:  Have team members or other resources been assigned by management? How many or which resources will be provided? These preassigned resources must be considered when estimating and planning.

Stakeholders: Stakeholders are any people or organizations whose interests may be positively or negatively impacted by the project or the product of the project.  To help identify stakeholders, for the project charter, ask “Who will affect or be affected by this project, as known to date?” It includes all employees by department as well as outside representatives. Identifying all stakeholders early in planning may avoid costly changes later in the project.

Stakeholder Requirements as Known: What high-level requirements related to both the project and the product scope. Note that stakeholder requirements define decisions about the business needs, goals and objectives from the perspective of their role in the business. Further work to clarify and finalize requirements will come later.

High-Level Product Description/Key Deliverables:  The project charter defines what specific product deliverables are wanted, and what will be the result of the project? A measure of project success is that all the deliverables are met.

High-Level Assumptions: What do stakeholders believe to be true and reliable for the project, which may not be true? What do we believe to be the case but do not have proof or data for? Assumptions need to be reviewed throughout the project, since an assumption that is proven not to be true may cause changes in scope and other parts of the project management plan.

High-Level Constraints: What factors may limit the team’s ability to deliver the needed result of the project? What boundaries or parameters will the project have to function within?

Measurable Project Objective(s): These are a statement what is expected from the project. These should have metrics and specific values used to measure project success.  Objectives must be measurable to prove project success. And these objectives will depend on the defined priority of the project constraints.

Project Approval Requirements: What items need to be approved for the project, and who will have sign-off authority? What designates success?

Overall Project Risks:A project charter defines the overall opportunities and potential threats that could impact the project? Additional risks, as well as strategies to deal with them, will be documented later in planning.

Project Exit Criteria: What needs must be met so that the project manager will be able to close or terminate the project or phase?

Project Sponsor Authorizing This Project: The project charter requires a signature to give authority and make the project official. Depending on the environment in which your project will be completed, there could be more than one signature on the project charter.

More Project Charter Help

The project charter should contain all the elements described above. They can be abbreviated or elaborated upon depending on the organization’s culture, environment, level of planning, project management maturity, and best practices. It can also depend on the size of the project.

Overall, a successful project begins with a well written project charter that can be used to sell your project, measure progress, is a reference point for avoiding and settling disputes and a guide to keep the projects end solution as the focal point.

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Identifying Project Stakeholders in Project Management

African American project stakeholder

Effective project management requires detailed stakeholder identification to be performed. While the project manager needs to be the expert in project management, they rely on certain stakeholders to serve as experts in what needs to be done and how it should be accomplished. Stakeholders are important throughout the lifecycle of the project. Once identified, you need a plan to manage their expectations and their level of engagement and influence.

In a previous post, we covered the essential element, create a project charter. A charter should identify key project stakeholders, but this is only on the high level, so let’s dive into what it takes to effectively identify all your stakeholders.

Identifying Project Stakeholders

  1. Who Are Stakeholders?
  2. Types of Stakeholders
  3. How to Work with Stakeholders Successfully
  4. Stakeholder Engagement Skills

Who Are Stakeholders?

Stakeholders are people and organizations who:

  • Are involved in or impacted by the project or product
  • Can positively or negatively impact the project or product

It is important to identify anyone who can affect, or be affected by, the project or the product. Anyone who has any interest in the project, including those who might be opposed to the project or portions of it, are also stakeholders. To help you identify more people, ask them: “Who do you think are the stakeholders?” You don’t want to miss any.

Also, when identifying individuals and teams, the project manager must elicit, document, and evaluate stakeholders’ product, project, and project management requirements and expectations. These must be evaluated against the charter and project management plan to make sure the project stays within scope, builds the needed solution, and delivers to the business need.

Types of Stakeholders

There are several types of stakeholders.  The most common are internal or external stakeholders.

Internal stakeholders work within an organization. They include the project manager and team, customer, and sponsor.  It can also include individuals and groups you may not have considered such as board members and investors, other project managers or the Project Management Office.

External stakeholders work outside the organization but still have impact or interest in a project. These can include regulators, consultants, sellers, end users, customers, partners, competitors, shareholders, and other financial institutions.

Stakeholders may be actively involved in the project work or may fulfill or may fill an advisory role.

How to Work with Stakeholders Successfully

Successful project managers identify and properly involve key groups and individuals in the project planning process, and continually engage those stakeholders throughout the project as well.

Good project managers also understand their stakeholders’ requirements, expectations, influence, and impact, and use that analysis and planning to engage them throughout the project and in balance with project constraints. Since stakeholders play an important role in all aspects of projects, here are some ways you can involve them:

  1. Identify all stakeholders: Identify all of them as early as possible. Discovering them later in the process will likely request changes which can impact your project.
  2. Determine their requirements and expectations: We have already discussed the need to gather requirements but is essential to obtain all requirements before work begins. Expectations are more ambiguous than requirements. Expectations can include what stakeholder thinks will happen to them, their department, or the organization because of the project.
  3. Determine their interest: What is each stakeholder’s level of interest in the project. This information will help you structure the work, roles, and responsibilities to maximize engagement.
  4. Understand their level of influence and authority: A stakeholder’s influence and authority can affect the work and outcome of the project. It is important to gather and analyze this information you can leverage it to the benefit of the project.
  5. Plan to engage and communicate with stakeholders: Planning is a key to project management. You’ll want to create a plan to engage and keep stakeholder involved in the project. You will also want to plan your communication to get them to convey their thoughts and concerns to help prevent problems.

Stakeholder Engagement Skills

Balancing the science and art of project management requires that project managers know how to collaborate with key individuals and groups and meet their expectations. Developing these skills is vital successfully delivering projects.

Want to learn more about working with stakeholders? Consider RMC’s Project Communication and Stakeholder Engagement eLearning course.  This course teaches you how to identify stakeholders, discover their expectations and requirements, and how to propose modifications.

If you want to enhance your project management knowledge, RMC has synthesized our project management expertise into the essential elements of Project Fundamentals.  Learn new concepts with thoughtful exercises and content in our Project Management 2-day instructor-led virtual class. Our PM Crash eLearning course allows you to learn the fundamentals of project management any time, anywhere.

RMC also offers a FREE webinar on Stakeholder Engagement Analysis Tools that discuss how to use the variety of tools that can help with stakeholder engagement.

Sources

https://www.indeed.com/career-advice/career-development/stakeholders-in-the-workplace

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Develop a Project Scope Statement in Project Management

Two colleagues discussing a project scope statement

The Project Scope Statement describes the product of the project, and it describes how you will accomplish the creation of that product – the work that will be carried out on the project, including project management activities. It also describes what is not in the project – those requested requirements that were not approved to be in the project or product scope.

In our previous post, we covered the essential element, Identify Stakeholders. It’s important to identify anyone who can affect, or be affected by, the project or its product. It’s also necessary to  develop a project scope statement appropriate to the particular project.

Project Scope Statement

  1. What is Project Scope?
  2. How Do I Write a Project Scope Statement
  3. Key Elements of a Project Scope Statement
  4. Write It Down and Share It with Your Team

What Is Project Scope?

Project scope is a key component of Project Scope Management. The project scope is the work the project team will do to deliver the product or service of the project.  It also describes the product, service, or result of the project with its features and functions.

The documentation of the project scope is called a scope statement, or scope definition and is a result of the Define Scope process.  This document in effect says, “Here is what will we do on this project”. In addition to describing what the project will deliver, it also explains the boundaries of the project, and how the work will be approved.  Note that the scope statement is not the same as the project charter but is a more detailed explanation of the high-level project scope described in the project charter.

How Do You Write a Project Scope Statement?

A scope statement is created with input and expert judgement from team members and other stakeholders. It can also include experts from outside the organization. The project scope statement involves analysis of the project, translating requirements into deliverables.

Requirements, and requirements analysis, should be as complete as possible before creating the scope statement  . Doing so will help you obtain clear direction and agreement on the expected project scope. If this has not been completed, the project manager is responsible for leading the efforts of requirements elicitation and documentation.

The scope statement format may vary based on the needs of the project. Many of the topics addressed in the project charter are covered in more detail in the scope statement.

Key Elements of a Project Scope Statement

The project scope statement provides stakeholders and the project team with a clear understanding of what the project will deliver and includes these components.

Product scope description: Overall description and characteristics of the project’s product, service, or result, and the work needed to produce the product

Project boundaries: What is and isn’t included in the project

Project deliverables: Specific items to be created, produced, or delivered

Acceptance criteria: Documentation of the conditions for acceptance of each major deliverable

Scope-related constraints: Time, cost, and other factors that affect scope, as known

Project assumptions: List of what is assumed to be true but may not be true as it relates to scope

Write It Down and Share It with Your Team

Your project scope statement should be in writing to promote a common understanding and prevent any miscommunication. Because this document supports the work to properly plan a project and demonstrate success when the project is completed, it’s an essential tool that you should be using for every project you lead.

Want to learn more about project scope? RMC offers our popular Project Management Fundamentals virtual instructor led course or our Project Management Fundamentals book to help with real-world project management issues, including how to define and manage project scope.

Sources

Rita Mulcahy’s Project Management Fundamentals Book

https://www.techtarget.com/searchcio/definition/project-scope

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Guide to Creating Project Management Plans

Woman at white board working on project management plan

Project managers need to prepare for a variety of challenges that can get in the way of progress. If you want to be able to run projects smoothly, a project management plan can help you and your team keep everything on track.

What is project planning, and what are the steps to follow when you want to write a good project plan? We’ve got you covered with helpful information and tips below.

Our Top Tips for Creating a Project Plan

  1. Defining a Project Plan?
  2. Purpose of a Project Plan?
  3. What Is In a Project Plan?
  4. How Do You Get Started?
  5. Elements of a Project Management Plan?
  6. What Is a Project Plan Template?

Defining a Project Plan?

Writing up a project plan, which is typically set up as a Gantt chart, will be worthwhile because it’ll focus on things like project scope, schedule, and costs.

Throughout the project planning phase, you’ll work on defining things like scope, objectives, and tasks, and you’ll work with your team and stakeholders to get this done. In the end, you’ll have a formal plan that will be easy to follow from the start of a project to its completion. This approved plan will outline how you’ll work through the project, as well as how you’ll monitor and make changes along the way, so it’ll serve as a handy guide.

Note: Even after it’s approved, your plan can be tweaked throughout the course of the project, so if you notice that you aren’t meeting your milestones like you should, you can certainly implement changes.

Purpose of a Project Plan

Planning everything out at the beginning of a project can be a smart way to ensure everyone on your team will be on the same page and aware of what needs to be done and how it should be done. This type of plan also makes it easier to monitor progress and implement changes in a timely fashion.

Your project plan can help answer various questions regarding the intention of the project, who it’s supposed to benefit, and how you’ll go about meeting objectives. Things like your goals, resources, milestones, risks, and scope of work can be outlined in your plan. Therefore, the information contained within it can guide your team as you work on executing and controlling the project.

What Is in a Project Plan?

You can include baselines and management plans that cover the following:

  • Scope
  • Stakeholders
  • Resources
  • Deliverables
  • Schedules and milestones
  • Quality baseline
  • Costs and budget
  • Changes
  • Communication 
  • Risks

How Do You Get Started?

A good way to start is by answering a few questions about the ultimate goals of the project. Try to gather as much information as possible to answer questions like the following:

  • Who are the clients and stakeholders?
  • What deliverables are expected?
  • When are tasks expected to be completed?
  • Why is the project being pursued, and what methods can be used to complete it?

Note: You can work on a project plan outline. Then, as you move through the project planning steps with your team, you can create a full plan that will be approved and followed.

Elements of a Project Management Plan

  1. Outline Project Phases & Tasks: begin by figuring out what path the project will take from start to finish, including the phases and tasks that will need to be completed along the way. Use this to brainstorm what you anticipate will be required, with the understanding that your expectations won’t be entirely accurate. There might be areas you can plan with greater detail, and there may be areas that need to be filled in later on once the project gets going.
  2. Define Tasks & Sub-Tasks: work on refining the phases and tasks so they’re broken down further. Come up with tasks and sub-tasks, so you can hone in on the specific steps your team will need to take.
  3. Create Task Schedule & Assign Deadlines: as you work on creating a schedule of tasks and deadlines, provide a bit of extra time that can be used to implement changes. Projects don’t always flow perfectly, and there are things you can’t plan for, so have backup plans.
  4. Include Baselines & Milestones: using baselines can help you keep track of your progress, while milestones can help everyone know what to expect and when. Both of these can alert you to the need for adjustments to keep the project moving in the right direction.

What Is a Project Plan Template?

A project plan should showcase the phases of your project, the tasks that need to be completed within those phases, and your milestones. Also, the tasks should be detailed and include things like the start date and deadline, along with notes on where any tasks will rely on one another.

A lot goes into this type of document, so it’s normal to feel overwhelmed, especially when you’re first learning how to put it together. This is when a project management plan template or sample project plan can be helpful. You can also search for project plan examples online to see what these documents look like when complete.

Want to Become an Even Better Project Manager? RMC Can Help!

Knowing how to create a clear, effective plan is just one aspect of managing projects like a pro. If you want to become a proficient project manager, check out the many courses offered by RMC. All of our courses are taught by experts, and you can use them to earn PDUs or prepare for certifications like the CAPM and PMP.

Check out our schedule, and feel free to contact us anytime for more information.

Sources:

https://www.projectmanager.com/project-planning

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5 Reasons to Care About Project Communication

Project manager in communication with team

A great deal of a project manager’s time is spent communicating with management, the team, the customer, and other stakeholders.  It is no surprise that project managers often identify communication-related issues as the #1 problem they experience most frequently on projects. According to the Project Management Institute, 40 percent of all project failures can be directly attributed to lack of effective communication.

Poor communication examples during projects are endless, yet many people allocate time developing technical project management skills while ignoring softer skills like communication and active listening.  Making even a small changes in your project communication habits can greatly impact your project’s success.  Ask yourself: “Is there a benefit to not communicating effectively?”

5 Reasons for Effective Project Communication

  1. Engaged Stakeholders
  2. Risk Mitigation
  3. Organizational Benefits
  4. Knowledge Sharing
  5. Self-Motivation

Here are additional reasons to care about project communication:

1. Engaged Stakeholders

As a project manager, you need to use communication skills in every aspect of your job, from refereeing conflicts between team members to emailing project status updates to stakeholders. To do this, you need to enhance your communication skills.  If you don’t, your stakeholders could experience poor team relationships, receive too little relevant information about the project, and could become disengaged from it. The easiest way to maintain engagement with your stakeholders is to take the time to plan how you will communicate with them early in the project and follow through with it.

2. Risk Mitigation

One of the biggest benefits to investing in your project communication skills is the ease in which you will be able to collect information on possible risks to your project. All of the methods we suggest identifying risks involve high-quality communication. Being able to facilitate a brainstorming meeting is an art and a science. Knowing exactly how long to use silence before someone is so uncomfortable, they volunteer a suggestion is a golden moment in effective listening. Maintaining energy and enthusiasm with your project team while identifying risk categories and completing an affinity diagram to organize ideas.  It is a skill that isn’t going to come naturally to everyone, but when practiced it becomes second nature. Given the alternative of missing a potential risk that could be costly, it seems obvious that for this reason alone you should care about increasing your communications competence.

3. Organizational Benefits

Simple changes can make a big difference in improving project communications. Imagine a project where you’ve drafted a comprehensive communications management plan and followed it.  Where you’ve continuously updated your stakeholder register, and because of it, stayed on top of requirement changes. Where barriers to communication were reduced to the point where no time was lost because everyone was aware of the project’s progress.  This would get noticed. A project brought in on time, within budget, and meeting the needs of the organization will catch the executive team’s eye.

It doesn’t have to be difficult. Ultimately the investment in effective communications will result in benefits to the entire organization.   Conflicts will be reduced; employee satisfaction will increase resulting in reduced turnover and fewer requirements will be missed.

4. Knowledge Sharing

Knowledge Sharing is a key component of agile methods; this is an important concept to consider when managing project communications. Information (i.e., knowledge) is a basic component of any project, so it must be distributed and shared. Properly sharing knowledge allows for more information to be provided until team members have enough knowledge to complete their work.  A project management communication plan is a tool to determine how information is shared and delivered to everyone.

Agile projects embrace knowledge sharing using tools such as daily stand-ups, Kanban boards, and wireframes all support knowledge sharing by ensuring the project information is available.

5. Self-Motivation

Enhanced communication skills are transferable to any project in any industry. Your ability to effectively listen, to ask clarifying questions, and to craft professional formal and informal correspondence have practical applications.

Project management is about coordinating efforts, gathering information, and sharing knowledge to achieve the project goals.  To increase your communication skills, consider RMC’s updated Project Communication and Stakeholder Engagement eLearning course.

Sources:

https://www.pmi.org/learning/library/effective-communication-better-project-management-6480

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How to Use Rita Mulcahy’s Exam Prep Book for the CAPM Exam

If you’re planning to take the CAPM Exam, now is a great time. PMI recently announced the CAPM exam will be changing in January 2023. There are many options to help you get test ready. One such proven study method is Rita’s original prep book for the CAPM exam.

Originally created by Rita Mulcahy, it is designed to guide your studies by making complex information easily digestible. As you consider your options, here are some valuable tips on how this book can help you pass the CAPM exam.

Prep for the CAPM with Rita Mulcahy’s Exam Prep Book

  1. How Rita’s CAPM Exam Prep Book is Organized
  2. Introduction and Chapter Quick Tests
  3. CAPM Exam Key Inputs, Tools, Techniques, and Outputs
  4. Exclusive Test-Taking Tips

How Rita’s CAPM Exam Prep Book Is Organized

Most of the chapters in this book have been organized the same way:

  • List of Quick Test topics and introduction to the knowledge area
  • Discussion of the key inputs, tools and techniques, and outputs by knowledge area
  • Exercises and review materials
  • Practice exam by chapter

Let’s review these key components of the chapters.

Introduction and Chapter Quick Tests

The introduction provides an overview of the knowledge area covered in the chapter.  It may also include key concepts and information you will need to understand the material. The list at the beginning of each chapter indicates the topics covered in the chapter. To test your knowledge of the chapter contents and to review what’s most important, refer to each Quick Test list when you’re finished with each chapter.

CAPM Exam Key Inputs, Tools and Techniques, and Outputs

The CAPM Exam prep book highlights the key inputs, tools and techniques, and outputs for each knowledge area, with page references to the PMBOK® Guide, Sixth Edition. The content primarily focuses on the most important and difficult aspects.  It addresses areas that are the most troublesome for test takers. The CAPM Exam Prep book contains exclusive prep tips and tricks can shorten your study time and improve your exam score.

Exclusive Test-Taking Tips

Each chapter is filled with exclusive tips and tricks to guide your learning.  We call these Rita’s Tricks of the Trade®. Our multi-certification experts have developed this practical advice from teaching hundreds of thousands of students. We’ve developed these insider tips that help you learn more in less time.

There are plenty of opportunities to test your knowledge and understanding.  End-of-chapter tests include questions similar to those you can expect to encounter on the exam. You also get a detailed explanation of the correct answer as an additional learning tool.  Finally, we offer a step-by-step study plan to help you feel confident in your test prep.

RMC Exam Prep Difference

Rita believed exam certification training should be real, not hypothetical. That’s why our approach to test prep is like a talented friend in the field that teaches you what you really need to know for PMI® certification exams.

Sources:  https://www.pmi.org/certifications/certified-associate-capm

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Create a Work Breakdown Structure (WBS) in Project Management

Man creating a work breakdown structure on white board

Creating a Work Breakdown Structure (WBS) is an essential part of organizing a plan-based project (although they may also be used in agile). Once you understand what a WBS is and how it can help you succeed in project management, you’ll always want to have one in place for each project.

In our previous post, we covered the essential element of developing a project scope statement, which describes, in detail, the deliverables and the work needed to create a product, service, or result. Now, let’s cover the what a WBS is and the benefits you reap from creating one.

Creating a Work Breakdown Structure

  1. What Is a Work Breakdown Structure?
  2. Do You Need a Work Breakdown Structure All the Time?
  3. What are the Biggest Reasons for Using a WBS?
  4. Work Breakdown Structure Guidelines
  5. How to Create a Work Breakdown Structure?

What Is A Work Breakdown Structure?

A WBS is a graphical decomposition of project deliverables. It takes the form of a “family tree.”

It organizes and displays deliverables to achieve final project objectives, and it breaks down project deliverables into smaller, more manageable components or work packages. Like the scope statement, it is an essential part of a plan-based project’s scope measurement baseline.

Work breakdown structures provide the basis for more accurate scheduling, budgeting, communicating, and allocating of responsibility. They also help with identifying and avoiding risks, and they assist with procurements and quality. Plus, controlling a project can become easier with the help of a WBS.

Do You Need a Work Breakdown Structure All the Time?

For a plan-based project, yes! Large agile projects may also use them. A WBS is so valuable that it should be done even for the smallest project.  Creating a WBS can help you clearly define requirements and help you manage project scope. The graphic representation of project deliverables helps your team and stakeholders what is and what is not in the project. It also provides a basis for creating a network diagram, which helps everyone see what deliverables are dependent on one another, and helps you create the project schedule.

What Are the Biggest Reasons for Using a WBS?

There are many benefits to using a WBS. For example, it:

  • Ensures that deliverables are not missed, helps prevent changes, and supports identifying risks by work packages.
  • Provides the project team with an understanding of where they fit into the overall project management plan.
  • Facilitates communication, stakeholder engagement, and cooperation between the project team and other stakeholders.
  • Provides the basis for estimating staff, cost, time and physical resources.
  • Focuses teams on what needs to be done, which can improve project performance.
  • Provides the basis for continued project planning and work assignments.

Work Breakdown Structure Guidelines

Every WBS is unique, and every project manager will approach creating a WBS in their own way. But there are a few guidelines that every project manager should follow when creating a WBS:

  • A WBS should be created by the project manager using input from the team and other stakeholders.
  • Each level of a WBS is a breakdown of the previous level.
  • An entire project should be included in the highest levels of a WBS, including a branch for project management activities and deliverables.Many levels will be further broken down.
  • A WBS includes all project deliverables that are required; deliverables not included in the WBS are not part of the project.

During planning, the project management team and subject matter experts break down the scope description until the work package level is reached on the WBS. This occurs when the deliverables:

  • Can be realistically and confidently estimated (including the activities, duration, cost associated with them).
  • Can be completed quickly.

How to Create a Work Breakdown Structure

The scope statement, WBS and WBS Dictionary make up a project’s scope management baseline. So, even if you’ve never created a WBS or worked with one before, learning all about it is an asset to being more effective.

A Work Breakdown Structure can improve efficiency, it can help you plan a project much more effectively, and it can be a useful tool that can help you successfully complete any project, so it’s worth taking the time to use it on your projects.  You can also learn more about the WBS and the WBS Dictionary by listening to Rita Mulcahy’s take.

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Guide to Resource Planning & Management for Project Managers

Woman discussing resource planning and management in a meeting

Do you want to increase efficiency and help your team do their best work, while providing the right resources at the right time? Of course, you do! Well, one of the ways to accomplish that is through resource planning and management.

With the help of proper planning and resource allocation in project management, you’ll be able to provide your team with exactly what they need, when they need it, at any point during the life of a project. This can help you keep everything on time and on budget.

Below, we cover what these processes involve, and how they can help you become an even better project manager.

Resource Planning and Management for Project Managers

  1. What is Resource Management?
  2. What Are the Types of Resources in Project Management?
  3. What Is Resource Planning in Project Management?
  4. Resource Planning Is All About Improved Efficiency

What Is Resource Management?

The management of resources includes various activities, such as planning, organizing, and scheduling. The ultimate goal is to allocate and use resources in a way that’s efficient and will significantly increase the odds of completing a project on time.

With the right strategy, your resource management will make your team more effective. You can also move through a project more smoothly by planning for both the short term, and long run between the start of a project and its completion. And you’ll will have used your resources strategically and effectively because you scheduled and allocate them in advance, as well as tracking progress along the way.

What Are the Types of Resources in Project Management?

They can be anything and everything that you’ll use to ensure a project will be a success. This includes resources like equipment, technology, and tools, as well as the individuals who are on your team.

To get started, ask yourself what your team will need to complete the tasks you’ll assign throughout a project. Examples include:

  • Technology
  • Machinery
  • Vehicles
  • Equipment
  • Facilities
  • Supplies

Resources can vary from one industry to another, and from one project to another. As you work on determining what you’ll need to complete tasks and milestones, figure out what resources you’ll want to tap into, and how your team can make the most of those assets.

What Is Resource Planning in Project Management?

Resource planning is an aspect of a resource management plan. You can do things like:

  • Figure out the current availability, as well as the future demand, of non-human as well as human resources, so you can ensure your team will always have what they need.
  • Use a technique known as resource leveling to adjust resource usage and start and end dates based on the supply of resources versus the need for them.
  • Determine where every resource needs to go, and when, to optimize the performance of each team member.   

Project resource planning stages and steps

Here are some of the steps you can take when resource planning:

  • Create a Work Breakdown Structure (WBS)to figure out the types of professionals you need on your team. Agile projects use a Backlog, often without a WBS, and Hybrid projects may use both.
  • Estimate the type and quantity for each needed resource.
  • Estimate when each resource is needed, and the amount of time that it will be used. This helps ensure both team members and the tools they need are available to complete an activity when needed.
  • Determine how you can fulfill all requirements and how much time you’ll need to complete the project.
  • See if you can complete the project before the deadline set by your client. You may need to negotiate this or other project constraints (like scope, cost or quality) to meet a fixed date.
  • Determine how you’ll track progress so you can make adjustments as needed.

Resource Planning Is All About Improved Efficiency

When you become a pro at resource management and planning, you’ll be able to boost efficiency by deriving as much benefit as possible from every resource. You can keep your projects organized, as you’ll have a plan to foresee how various resources will be used. And you can help your team work better by providing them with support at every step. Overall, it’s a smart strategy that can help you improve the way you lead teams and manage projects.

With the help of proper planning and resource allocation in project management, you’ll be able to provide your team with exactly what they need, when they need it, at any point during your project.

Sources:

https://www.float.com/blog/the-ultimate-guide-to-resource-planning-for-project-management/

https://memory.ai/timely-blog/resource-planning

https://www.workamajig.com/blog/a-beginners-guide-to-resource-planning-in-project-management

https://www.wrike.com/blog/what-is-resource-management/

https://www.ganttic.com/blog/why-is-resource-management-important

https://www.ganttic.com/blog/what-is-resource-management

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What is Hybrid Agile?

Close up of team using hybrid agile approach

Agile and Hybrid Agile approaches are very popular right now. As organizations respond to accelerating rates of change, they are adopting agile approaches and using hybrid agile approaches more than ever.  This post explains the difference between agile and hybrid agile approaches, what constitutes each category and why organizations are adopting hybrid agile approaches.

  1. What is a Hybrid Agile?
  2. Agile and Knowledge Work
  3. Why Agile is a Great Starting Point
  4. The Benefits of Moving Beyond Agile
  5. Assessing Your Agile Readiness
  6. Building Situational Knowledge and Skills

What is a Hybrid Agile?

First let’s define what hybrid really means. A hybrid is a combination of two (or more) different elements. Hybrid cars often combine internal combustion engines (ICE) with battery electric (BE) technology. They could alternatively combine ICE or BE technology with a hydrogen fuel cell. The type of propulsion system does not define a hybrid, only the fact it is a combination of different approaches. Hybrid vehicles can combine the benefits of low emissions with long range made possible by a large gasoline station network.

Hybrids occur in nature too. Mules are the hybrid combination of cross breeding a donkey and a horse. While both animals look similar, donkeys and horses are quite different animals. A horse has 64 chromosomes, a donkey has 62. A mule has 63 chromosomes and is a completely different animal. Mules are larger than donkeys, have more stamina than horses, along with tougher hooves, a better resistance to parasites and can eat a wider range of foods – making them great pack animals.

That’s the idea behind creating a hybrid. Combining elements to try and get the benefits from both sources. However, we need to be careful that the effort and uniqueness are worth it. Hybrid vehicles are more complex and heavier than single power source vehicles. Mules cannot reproduce, you have to cross breed a donkey and horse each time to get one. More people know how to diagnose and repair a gasoline powered car than a hybrid one. Project leaders require a working knowledge of both plan-driven and agile approaches to use hybrid agile, while teams members would benefit from a foundational knowledge or Project Management Fundamentals and Agile Fundamentals.

Agile and Knowledge Work

Agile is important to knowledge work. Knowledge work is where subject matter experts come together to collaborate on new and unique products and services. This might involve scientists, teachers, doctors, lawyers, software developers, or web designers working with the business to build something new. Each of these groups has specialized knowledge, typically no single person knows everything needed to complete the project. What is being created is new or sufficiently different to the sponsoring organization as such previous project plans and estimates are not particularly useful to predict progress.

Unlike traditional, industrial projects, complexity, uncertainty, risk and change rates are very high. Many knowledge worker projects are working on designs and solving problems. There is no visible building or road getting created, the work product is invisible and intangible.

Without visible and tangible reference work, it is necessary to use an iterative-and-incremental approach to determine fitness-for-business-purpose. Teams could attempt to analyze and predict all features and functions, but often initial use uncovers additional opportunities and requirements.

Trying to explain the nuances of iTunes or Netflix to someone who has never seen anything like it before is difficult. Incremental trial is faster and more useful than speculative big-design-upfront that cannot anticipate every interaction with user behavior or linked systems.

Why Agile is a Great Starting Point

Agile methods provide an excellent project platform. Agile approaches have many benefits including:

1. Prioritize Business Value and Risk Reduction:

    1. By focusing on the highest business priority items first, organizations have a higher probability of realizing the major benefits of the work.  When teams actively identify and address risk early on and continuously, teams stand a greatly chance of overcoming the risk or identifying an alternative.

2. Iterative and Incremental Development: Today’s projects often produce something new that has not been done before. Building smaller increments of work and getting feedback keeps the deliverables closely aligned with consumer expectations. Taking an iterative and incremental approach helps iron out technical feasibility and performance issues sooner.

3. Adoption and Improvement: Adoption and improvement are conscious decisions to act on feedback, change design or experiment with a new process. Seeking feedback, then acting upon it in a formal, consistent manner transforms the opportunities identified into lessons to be acted upon that move projects forward towards better results.

4. Increase Drive through Empowered Teams: Agile approaches leverage a team’s ability to manage the complexity of the work and figure out the best way to organize it.  When teams are given more authority and autonomy, it creates greater ownership and a drive to deliver better results.

5. Safety: Safety is an essential ingredient in creating an environment where the team feels assured that trying and failing will not be punished.  Building such an environment allows people to feel safe to ask questions that may expose vulnerabilities and not operate out of fear.

The Benefits of Moving Beyond Agile

Agile approaches can offer a great starting point. However, they aren’t enough to deliver success most of the time.  Agile approaches work well for small projects in receptive, supportive environments, but agile is not sufficient for challenging environments.

Your industry and the culture of your organization often determines its readiness and tolerance for transitioning to agile approaches. Therefore, it is important to realize that no single strategy will be correct all the time.  Some organizations struggle to fully adapt to agile while other’s take on too many agile tools and process and get distracted or bogged down. As a result, organizations abandon agile all together a go back to using familiar plan-driven project management. That’s why your tool kit and skill set needs to have a combination of predictive, plan-based methodologies and agile project expertise to navigate context-sensitive decision points.

Watch our OnDemand Webinar Hybrid Agile: How & Why?

Assessing Your Agile Readiness

To help identify the types of projects your organization undertakes, answer the following questions about the nature of projects you execute.

If you answered more on the left-hand side of the table, it would indicate you are engaged in mainly industrial type projects. This is good news for reliable execution and traditional project management tools and techniques should serve you well.

If you answered more on the right-hand side, you are firmly in the knowledge worker domain. You should consider moving from industrial project management approaches and adopt knowledge worker agile ones.

If you answered about equally from each column, you are in a hybrid environment. Here you likely need to draw on a combination of approaches to be successful. This is one scenario where a hybrid approach might be suitable, for projects spanning the industrial / knowledge work domain. There are two other scenarios to consider also:

  1. As a steppingstone to true agile.
  2. In environments that demand additional rigor or controls.

Building Situational Knowledge and Skills

Our next article “Reasons for Adopting a Hybrid Agile Approach” explains each of these situations along with how to implement agile and hybrid agile approaches. It highlights strategies that have been proven to aid successful adoption and identifies risk areas and common pitfalls to avoid.

RMC offers several ways to learn more about Plan-Driven, Agile and Hybrid Agile approaches.  New to agile and plan-driven project management, consider Rita’s Agile Fundamentals or Project Management Fundamentals.  RMC offers a variety of hybrid agile offerings including our Hybrid Agile Instructor-led virtual course, our Hybrid Agile on-demand eLearning course and our Beyond Agile book.

We also offer two hour long on-demand workshops that introduce you to a groundbreaking Hybrid Agile model and how you can use it to apply plan-driven and agile approaches based on the specifics of your projects.

Sources:
https://rmcls.com/adopting-hybrid-agile-approach/
https://www.leadinganswers.com/2021/12/beyond-agile-relentlessly-reduce-process.html