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Project Goals vs Objectives

Close up of business person working at computer on project goals

Project goals and objectives are similar in some ways and different in others. Although both can be used to guide a team through a project, a goal can be viewed as the purpose of the project, while an objective can be used to provide a map for hitting a goal.

To become a more effective project manager, it’s necessary to have a clear understanding of what a goal is versus what an objective is, and how to write and use each of these.

Tips to Understand and Write Project Goals and Objectives

  1. What are Your Objectives?
  2. What are Your Goals?
  3. How to Write Project Objectives and Goals
  4. SMART Objectives and SMART Goals for Project Managers

What Are Your Objectives?

 You can use objectives to clarify the goals of a project before you begin, and you can use them for the duration of a project to keep your team on track toward meeting stakeholder expectations. Also, objectives come in handy when you want to measure progress during a project, as well as when you want to see how well your team performed after the project’s completion.

  • Objectives are specific and measurable, and your team and stakeholders should agree on them.
  • They state what should be achieved by the time the project is complete, including tangible deliverables and they should be realistic.
  • Should be time-constrained and direct your team from start to finish, and they should be kept in mind as you make decisions to keep the project moving in the right direction.

As objectives are met, you should get closer to fulfilling project goals.

Project objectives example: Decrease the number of click-throughs to website so the customer gets to the goal of the link within 1 to 2 clicks.

What Are Your Goals?

While objectives are more specific and short-term, goals are more general and long-term.  Goals are represented in statements that help your team understand what the project has to accomplish for a business. Like objectives, you should be able to measure and track progress on goals to ensure you’re on the path toward meeting them.

  • Goals can be less specific, showcasing what should be possible for a business once a project is completed.
  • They can be centered on resources, deadlines, and performance.
  • Should focus on the long run and the ultimate purpose of the project. Objectives focus on the steps that need to be taken in the short term to reach the goals.

Project goals examples: Increase click-thoughts to website from social media by 15% within three months of release.

How to Write Project Objectives and Goals

It’s best to write your goals and objectives in a way that will be easy to understand. So, rather than using complex terms, stick to plain language and be brief.

Whoever reads your goals and objectives should immediately know what needs to be accomplished by a certain date. Therefore, sticking with action words and numbers is also recommended.

SMART Objectives and Goals for Project Managers

 Whether you’re writing objectives or goals, you can use the SMART method to articulate what you expect to achieve during a project. You can then share these clear expectations with your team so you can work together to get things done.

SMART stands for Specific, Measurable, Achievable, Realistic, and Time-Bound:

  • Specific – Goals and objectives should be defined, so anyone who reads them will understand what’s expected of them. Be clear so your team will know what the preferred outcome is, as well as the individual milestones that need to be met along the way.
  • Measurable – The best way to track progress and see if your team is meeting objectives and goals is by making them measurable. For example, if the goal is to boost sales, set the percentage of increase (e.g. 25%) you’d like to see after the project solution has been implemented.
  • Achievable – Of course, you’ll want your objectives and goals to be attainable, so as you write them, think about whether it’s really possible to achieve them. Take time to consider the steps needed in order to avoid problems like scope creep to ensure success.
  • Realistic – In addition to being achievable, a goal or objective should be realistic. You and your team should have the time, resources, budget, and tools available to make things happen. Expectations shouldn’t be out of reach.
  • Time-Bound – Every goal and objective should have a start date and end date. As you work on a schedule, keep in mind that you might need to wait for one objective to be completed before your team can move on to the next one.

Are You Meeting Your Project Goals and Objectives?

It might take a little practice at first, but once you’re accustomed to writing clear and concise goals and objectives, you will find it easier to manage projects. After establishing these at the start of a project, you’ll be able to refer to them often to see if everything is on track or if changes need to be made.

Sources:

https://thedigitalprojectmanager.com/project-objectives/

https://asana.com/resources/how-project-objectives

https://www.projectmanager.com/blog/how-to-create-smart-goals

https://hubstaff.com/tasks/smart-goals-project-managers

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Project Management Compliance Process

Woman working on project management compliance process

Many years ago, I had neighbors who owned and operated a B&B. They had a barn on their property which burned to the ground. Instead of replacing the barn, they decided to build a large conference space that included a commercial kitchen and the ability to seat over 100 guests. The plan was to hold conferences and weddings. They got their building permits and off they went. The project could have benefitted from a project management compliance process.

Unfortunately, they never checked the local zoning ordinance. While they were permitted to operate a B&B at their location and serve incidental meals to their guests, they were not allowed to hold conferences or host wedding receptions. The code allowed them to build the facility but not operate it. Had they done their research, perhaps contacted the town, they could have saved themselves a lot of money.

Compliance is important, some would say of paramount importance, since if a project is not in compliance it would most likely fail or at least incur significant cost and delay.

Clearly a project needs to be in compliance. It is the environment in which the project operates.  There should be a project management compliance process for every project. This process can be simple or extensive, depending on the size and complexity of the project as well as the project environment. The process touches on many aspects of project management, including risk, requirements, stakeholder engagement, planning and many others. Let’s start with compliance requirements.

Compliance Process in Project Management

  1. Compliance Requirements
  2. The Project Management Compliance Process Checklist
  3. Engaging Stakeholders
  4. Tips to Improve Compliance

Compliance Requirements

Gathering compliance requirements is similar to gathering requirements in other aspects of the project. A project manager should engage internal and external resources.

Associations and Affiliations

External organizations can have information and provide recommendations and standards that could provide compliance guidance, best practices and standards.  If your firm is a member of one of these organizations, and even if they are not, the organization may be willing to help by providing advice or even assistance. Examples of organizations could be Underwriter’s Laboratories or even the Internal Revenue Service.

Compliance Tool Kits

Open-source software or documents and guides could be a valuable resource or tool kits for compliance.  Examples could be health and safety, risk or quality guides or a business rules engine.

Consultants

Lawyers and accountants come to mind in helping a project manager to shape and understand their compliance environment.  Business and financial consultants can also prove to be valuable resources as well.

The Project Management Compliance Process Checklist

Gathering compliance requirements is only the first step. A project manager now needs to create a process for compliance to be followed throughout the project. The project manager also needs to be mindful of the fact that many compliance requirements change over time and that this could occur during the life of the project. Any project management compliance process must:

  1. Inform the project manager of laws and regulations.
  2. Require the project manager or a member of the project team or an outside expert to periodically check for and communicate changes to the compliance environment.
  3. Determine whether the organization has the maturity and structures in place to maintain compliance.
  4. Ensure that any process created involves interested or necessary stakeholders.
  5. The process must identify obstacles to compliance.
  6. Finally, the compliance process must continuously improve.

Engaging Stakeholders

A stakeholder is anyone who has an interest in the outcome of a project. This is a pretty wide net you are casting. In addition to including customers or others who might benefit from the product resulting from your project, it could also include members within the organization who could be adversely affected by your projects failure to be in compliance.

Stakeholders can be a valuable resource in identifying compliance issues.  The project manager can find out where they encounter issues or roadblocks.  They may also provide valuable insights into compliance solutions or even suggest polices or practices that could streamline compliance.

Of course, a project manager must exercise common sense when engaging stakeholders. Some projects require a degree of secrecy and under the broad definition or stakeholder, such broad disclosure could endanger that secrecy.  As examples, I’m thinking business transactions or the creation of a new product. Over engagement could result in disclosure of proprietary information.

Tips to Improve Compliance

In addition to engaging stakeholders and identifying compliance requirements, here are a few tools you can use to help you categorize your compliance requirements:

1. Affinity Diagram

This is an organization tool to help you manage compliance.  You can group compliance into categories such as security, systems or regulatory.  This should allow for more efficient management.

2. Identify Missing Groups

Work with stakeholders when reviewing affiliate diagrams to see if anything or anyone is left out.

3. Engage with Specialists

At the end of the day, call someone that knows more about this than you do. As a project manager, you’re not expected to be an expert, in law, accounting or HIPPA compliance. If these issues arise call someone who knows more about this stuff than you do.

4. Create a Compliance Register

This is a project document that allows you to track and share compliance information. The register could include a compliance requirement name and number and describes the compliance requirement. The description should include the category, type of compliance issue and what needs to be done within the project to deal with it.

There can be a cross reference to the risk register if the compliance issue presents threats or opportunities as well as plans for dealing with them. Who is going to respond to the issue as well as what needs to be done?

RMC’s Compliance Expertise

Your efforts in managing compliance can result in you identifying gaps in your knowledge and shortfalls. We suggest that you create a repository to capture what you know about compliance that can be used by others in your organization.

If you find that there are significant gaps in your abilities to manage compliance, RMC is here to help. View RMC’s webinar Focus on Compliance: Expand Your Awareness and Improve Project Success to expand your knowledge of compliance.

Compliance is part of the Business Environment Domain on the PMP Exam. If you are preparing for the PMP exam, you should expect questions about it. RMC expert in preparing you to take and pass the exam. Check our PMP exam prep class schedule.

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Identify and Analyze Risk in Project Management

Business woman working on managing project risks

One of the most important steps when coming up with a plan for your next project is identifying and analyzing risks. Whether you’re new to project management or you want to become a better project manager, understanding how to accurately determine where the risks lie on your projects can help ensure you’ll meet your goals with fewer, if any, setbacks along the way.  We encourage you to find out how your lack of risk knowledge could be hurting your projects.

Identify and Analyze Risk in Projects

  1. What are Risks in Project Management?
  2. What Is Risk Management?
  3. The Benefits of Risk Management
  4. A Guide to Risk Identification and Analysis
  5. Risk Management Starts at the Planning Stage

What Are “Risks” in Project Management?

What is a risk, exactly? It’s any uncertainty that might affect your project in either a positive or a negative way, so a risk is really a potential threat or a potential opportunity.

A threat might delay your project, increase your costs, and reduce the level of quality that you deliver, as a few examples. An opportunity might improve project performance by doing things like reducing the cost, improving the schedule, or boosting the quality delivered.

Each project will have its own set of risks, so you shouldn’t assume that the risks involved in your last project will affect the one that you’re currently working on. In other words, every time you start a new project, it’s best to identify risks, analyze their possible impact on your project, and come up with plans to reduce negative risks or deal with them if they turn into actual problems, and take advantage of opportunities.

What Is Risk Management?

The purpose of risk management is to identify as many potential opportunities as possible, and to plan the project in such a way as to take advantage of them. Risk management also seeks to identify and eliminate as many threats as possible and reduce the negative impact of any remaining project threats. You can use risk management to prevent problems rather than dealing with them after they occur. You identify and assess risks, and then you plan accordingly.

So, you would start by identifying what could possibly go wrong throughout the duration of your project. Then, you would assess the probability of those risks manifesting into real problems, and you would figure out the impact that a risk would have on your project.

Next, you’d come up with strategies to eliminate or mitigate the effects of risks you’ve identified. Then, you’d create plans to resolve any issue that might arise so you’ll be able to act right away when necessary.

Finally, you’d perform ongoing risk assessments as the project progresses

The Benefits of Risk Management

A few of the main benefits associated with risk management are:

  • Savings on project cost and time.
  • Greater control over the project.
  • Fewer hours spent dealing with problems because solutions have been planned to improve efficiency if a risk occurs.
  • Minimizing scope creep (scope creep refers to uncontrolled changes or continuous growth in a project’s scope, and this can occur when the project isn’t properly defined, documented, or controlled).

A Guide to Risk Identification and Analysis

For the best results, take advantage of a systematic process for risk management like the one below.

Using this process, you can spend more time managing the creation of your project deliverables. And, if a risk were to occur, you’ll be able to quickly implement your planned risk responses (contingency and fallback plans), rather than determining a course of action when an issue has occurred. All in all, this allows for more proactive project management.  You can avoid losing a lot of time and resources when issues do not become problems.

  1. Plan Risk Management: Determine how risk management will be done on your project, who will be involved in it, and what procedures will be used.
  2. Identify Risks: Determine specific risks by project, as well as by work package or activity.
  3. Perform Qualitative Risk Analysis: Subjectively analyze the probability and impact of each risk (for example, by using a scale of 1 to 10 for each risk). Also, prioritize the risks and categorize them. Decide what high ranking risks move on to the Quantitative Risk Analysis process. Categorizing may also help you find common causes for some- risks.
  4. Perform Quantitative Risk Analysis: Numerically estimate the cost and time impact of the high ranking risks from the Qualitative Analysis process. Expected Monetary Value (EMV, or % Probability x $ Impact) is the most common way of quantifying these risks. With these calculations you can create a risk reserve.
  5. Plan Risk Responses: Determine a course of action to reduce the overall risk to the project by decreasing the probability or impact of threats, while increasing the probability or impact of opportunities.
  6. Control Risks: Execute the risk response plan to manage risks and control overall project risk. Continually look for new risks and keep the risk management plan updated.

Risk Starts During the Planning Stage

Risk management begins during project planning. However, because risk assessment starts during planning doesn’t mean it stops there. Instead, you should continue performing risk analyses, including qualitative and quantitative analyses, during each stage of your project.

Ultimately, by using risk identification and analysis throughout a project, you can increase the odds that it will go smoothly, that you’ll stick to your budget and anticipated resource requirements, and that you’ll finish on schedule to impress and satisfy your stakeholders.

Build Your Risk Management Skills

The ability to effectively manage risk is an essential skill for professionals managing projects.  You can learn more about how to clearly identify and prevent many of the problems commonly faced on projects using our Risk Management – Tricks of the Trade® for Project Managers – Third Edition practical and easy-to-use Course in a Book®. It’s essential reading for anyone looking for a clear explanation of risk management and how it fits into the project management process.  RMC also offers our Risk Management eLearning course, and Learn things you can apply to your projects today!

Sources:

A whitepaper by RMC Learning Solutions, “6 Essential Elements to Effective Project Management.”

https://www.projectmanager.com/training/how-to-analyze-risks-project

https://www.clarizen.com/whats-risk-analysis-process-project-management/

https://www.pmis-consulting.com/example-project-risks-good-and-bad-practice/ 

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CAPM vs PMP: Which is Best for You?

Business woman looking over shoulder thinking about CAPM vs PMP certification

Whether you’re ready to enter the field of project management or enhance your skills if you’ve already established a career as a project manager, there are certifications, like the CAPM® and PMP® from the Project Management Institute (PMI), that you can pursue.  RMC is here to help you understand the CAPM vs PMP and to help you learn what it takes to pass your certification exams on your first try.

PMI offers two options: the Certified Associate in Project Management (CAPM)® or the Project Management Professional (PMP)®. We break down these popular certifications so you can figure out which path is the right one to pursue to improve your skills, differentiate yourself from the competition, and land the job you want.

CAPM vs PMP Certification 

  1. Benefits of CAPM Certification
  2. The CAPM vs PMP Exam
  3. What Happens After You Become a CAPM?
  4. Advantages of Having a PMP Certification
  5. The PMP Exam
  6. What Happens After You Become a PMP?

Benefits of CAPM® Certification

Getting your CAPM® certification is a great path to take if you want to build your skills to consider a career move into project management. If your goal is to be able to manage larger or more complex projects and take on more responsibility, this credential is a great next step.

This certification can provide you with knowledge and skills that will give you the confidence to take on a larger project role or be the project lead. If you want to stand out against other job seekers, becoming a CAPM® shows future employers that you want to improve professionally. Now may be the time to consider looking into the CAPM® exam before it is scheduled to change in July 2023.

The CAPM vs PMP Exam

Because this certification does not require project management experience like the PMP®, the exam for the CAPM® is less complex. It is fact-based and doesn’t require you to interpret scenarios. The exam takes three hours to complete and consists of 150 questions. You have to retake it every three years to maintain this certification.

This is an entry-level certification (unlike the PMP®, which has more extensive requirements) that you can get when don’t yet have the PMP’s® prerequisite experience. The prerequisites for this certification are a secondary degree (high school, or associates degree) and 23 hours of project management education.

What Happens After You Become a CAPM®?

This certification will immediately boost your credibility in the field. Employers will recognize your commitment to the profession. It will also give you the chance to gain valuable experience that you can use when you’re ready to pursue the PMP®.

However, even if you decide that you don’t want to get your PMP®, your CAPM® certification can help you go farther than you would if you didn’t have this on your resume.

Bottom line:

Consider pursuing your CAPM® certification if you’re new to project management, enjoy the work and want to get the education necessary to prove yourself so you can take on more ambitious projects in the future.

Advantages of Having a PMP Certification

If you’ve been working as a project manager and you’re ready to take your career to the next level, the PMP® certification is a worthwhile investment. This certification is recognized around the world in a wide range of industries and it’s the most sought-after credential for those who want to be recognized in project management.

With this certification, not only will you become qualified to command a much higher salary than those who have a CAPM® and those who have no certification at all, but you’ll also be able to prove that you have what it takes to lead larger or more complex projects with more substantial budgets and responsibilities.

The PMP® Exam

The PMP® exam is more expensive, more challenging, and longer than the CAPM® exam. It consists of 180 questions, and you’re given four hours to finish it. To maintain your certification, you’ll need to earn 60 professional development units every three years.

There are several prerequisites that must be met before you can take the PMP® certification exam. You’ll need to show that you have a secondary degree, 2-5 years spent leading projects (depending on your degree type), and either your CAPM® certification or 35 hours of project management education. Alternatively, you can also qualify if you have a four-year degree, 4,500 hours spent leading projects, and either your CAPM® certification or 35 hours of project management education.

What Happens After You Become a PMP?

Once you have your PMP® certification, you’ll be ready to pursue exciting new job opportunities in project management. You’ll stand out against others in the field, and you’ll have the skills necessary to tackle the most complicated projects.

With this certification on your resume, you can prove that you know the ins and outs of effective project management, and employers will recognize this distinction.

Bottom line:

Whether you want to land a better job, make more money, or simply have the skills necessary to tackle projects of all sizes and complexities, becoming a PMP® can prepare you to be a better project manager. Consider getting this certification if you already have up to 5 years of project management experience and want to be recognized and rewarded for your expertise.

CAPM vs PMP: Which Certification Should You Get?

The answer depends on your current level of experience, as well as where you want to take your career. No matter what you decide, RMC is here to help.

We offer courses instructor-led online for a fully immersive learning experience. Or, choose from our eLearning courses and self-study materials that allow you to work independently and at your own pace. No matter which you choose, RMC courses and learning materials are specifically designed to teach you how to pass the CAPM® or PMP® exam on your first try, guaranteed! This means that, whenever you’re ready to pursue your certification and evolve your career, you can get started right away, no matter how you prefer to learn.

Need Additional Help?

Still have questions about the CAPM vs PMP and need some extra guidance? Contact us for more information!

Sources:

https://www.cbtnuggets.com/blog/career/management/capm-or-pmp-which-is-better

https://www.pmi.org/certifications/types/project-management-pmp

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

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Reasons for Adopting a Hybrid Agile Approach

Two team members using hybrid agile on a project

If you are curious about hybrid agile, it may be helpful to examine a few instances where you might want to consider a hybrid approach. The first is hybrid agile as a stepping stone to true agile. The second is hybrid agile in environments that demand additional rigor or controls. 

 

Hybrid Agile Approach

  1. Hybrid – A Stepping Stone to Agile
  2. Environments Requiring Additional Rigor or Controls
  3. A Reason for Hybrid Agile

 

Hybrid – A Stepping Stone to Agile

Making the shift from a traditional waterfall approach to agile can be a large adjustment for some organizations. One school of thought is to just commit to it.  Adopt agile approaches whole scale and abandon your old way of working in a burn-the-boats style of never going back. This is simple to explain and easier to achieve when there is top down support for the adoption of agile.

 

However, when the desire to adopt agile is bottom-up or department based it may not be possible to fully abandon the old way of working. Some interface points to other departments might need to be maintained. Also, reporting or governance frameworks outside our sphere of influence may still be needed. In these cases, a Hybrid Agile or “Agile + Traditional Stuff” might be required. 

 

Many organizations have been successful in adopting agile approaches in an iterative and incremental fashion. In fact, Kanban suggests “start with what you do now.”  Then, “agree to pursue incremental, evolutionary change” that “respects the current process, roles, responsibilities & titles”. Begin by using the core properties of Kanban.  This includes visualizing the workflow, limiting the work in progress, managing flow and improving collaboratively. 

 

Using this approach, during the transition period from traditional methods to Kanban or agile methods, organizations use a hybrid approach as a stepping stone to their end state. 

 

Environments Requiring Additional Rigor or Controls

Some highly regulated environments like pharmaceutical or aerospace demand additional rigor and validation before allowing products to market. This is a good thing, it reduces the likelihood of shoddy or poorly tested services causing injury or death. 

 

These safety critical projects typically need to demonstrate traceability from requirements through completed designs and then successful testing. The idea being this audit trail of documentation helps ensure due diligence and proper care has been taken in the design, build and testing portions of the lifecycle to assure quality. 

 

By default, Agile approaches take a lightweight approach towards documentation. They prefer face-to-face communication where possible over documentation.  This approach gets questions answered quicker and conveys more information such as enthusiasm, confusion or conflict. 

 

When describing documentation on agile projects, the maxim “just enough, just in time, and sometimes just because” is sometimes used. It summarizes the guidelines to employ the minimum amount of documentation, when required (to avoid waste due to changes).  In fact, sometimes it is easier to provide the documentation than argue about it.

 

The challenge for safety critical projects is that “just enough” can be a heck of a lot. Plus, once produced, we cannot continue changing things and enhancing the solution because that would trigger a new round of testing and documentation. So, to avoid these issues, teams in safety critical environments often wrap the core agile development process in a more traditional wrapper. 

 

The start and end points of their projects are traditional. It provides the rigorous vendor selection, planning activities and the documentation needed for acceptance and approval for use. However, in the middle they use agile approaches to iterate quickly on building their product or service. It provides the benefits of early feedback, risk reduction and learning as they go. During execution they also wrap the process with additional governance and supporting activities.

 

This is an example of hybrid agile in the form of encapsulation. The agile component is encapsulated in a wrapper of more traditional operation. If you operate in a highly regulated environment it allows the benefits of agile to be used while still satisfying regulatory controls. There is a price for adding the extra processes, but those activities would have to be done in that safety critical environment anyway. 

 

 

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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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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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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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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.