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5 Tips for Qualitative Risk Analysis on Projects

Close up of two colleagues reviewing risk analysis on projects

Whether you’re an experienced project manager or just getting started, keep in mind that all projects, big or small, have risks. And these uncertainties can have a positive or negative effect on your objectives and outcomes. It is also true that risks vary by project. Therefore, understanding why and how to conduct risk analysis on projects can help you manage threats and opportunities.

For most projects, you can use effective risk management methods to efficiently identify, evaluate, categorize and manage the main risks. Let’s get started by introducing you to some tips to simplify your project qualitative risk analysis.

5 Tips for Project Qualitative Risk Analysis

  1. Use a Probability and Impact Grid
  2. Create the Grid in a Spreadsheet
  3. Chose a Simple Scale and Define It
  4. Set a Threshold of What Risks to Address
  5. Determine a Risk Score
  6. Facilitate a Discussion of Divergent Views

1. Use a Probability and Impact Grid

Impact and probability are the two main components of qualitative risk analysis. Probability estimates the likelihood of an event occurring. Impact estimates the relative consequences of dealing with the event. This impact is evaluating the implications for cost and schedule.

These estimates are not precise. Using a scale like the one in the image of 1-10, you can estimate the probability and impact of an event and allowing you to have a facilitated discussion with stakeholders and determine where to plot the identified risks on the chart. This grid allows for easy collaboration. This visual representation of each risk makes the interaction with stakeholders simpler and makes it easier to agree on probability and impact a particular risk.

2. Create the Grid in a Spreadsheet

The easiest way to create a probability and impact grid is to use a spreadsheet. You can graphically depict the stakeholders’ ranking which makes is easy to understand, discuss and prioritize risks with team members and other stakeholders. The grid also allows you to sort many risks quickly and to easily share in virtual meetings.

3. Chose a Simple Scale and Define It

There are many options of how you can create a scale. However, make sure you have definitions for your scale. It is important to establish and agree upon the definition of the scale so your stakeholders will not misinterpret or create their own definitions.

For example, if you are going to use a 1-10 scale, a rating of 1 may be defined as “no real impact” and 10 may be defined as project failure.  It should define probability – the likelihood a risk will occur and impact – the effect a risk will have if it occurs. Also see a simpler definition for the 1-10 scale in Figure 5.4 page 127. You can use any scale that makes sense to you and your stakeholders like 1-5 or high, medium, or low.

4. Set a Threshold of What Risks to Address

When a threat is great enough that the risk becomes unacceptable or an opportunity significant enough that action should be taken to benefit the project on a predetermined scale, you need to set a threshold for what risks you will address. Risks below this threshold will be identified but not dealt with meaning there will be no contingency plans created to deal with these risks. No special action needs to be taken to prepare for these risks as the probability and impact is low enough that additional time and effort aren’t necessary. Active acceptance of risks that score above the threshold require a response strategy. The response strategies could include actions to avoid, mitigate, or transfer negative risks or exploit, enhance, share positive risks.

5. Determine a Risk Score

Defining a risk score for each risk is one way to determine your risk threshold. Your risk score is the calculation of probability times impact (P x I = Risk Score).  The example in figure 5.8 shows scores for each risk and how those scores might be evaluated for setting the risk threshold.

If an organization had a risk governance rule that the threshold was 50 (on a 1-80 scale), then all risks 50 and over would need active acceptance (e.g. further actions to be taken such as setting aside contingency to offset the effect of the risk) and those under 50 would be passive acceptance (requires no action beyond documenting the decision).  Risk can be detailed by high, medium, and low risk scores. For example:

  • Risk above the threshold, also known as high risk, must be dealt with via qualitative analysis or plan risk response. The risks that are characterized as high risks have both a high impact and likelihood of occurrence. The often require immediate strategies of avoid or exploit.
  • Risks with a medium score might mean considering mitigation/enhancement/transfer/share efforts or qualitative analysis. The characterization is dependent on the organizations defined threshold.
  • Risks with a lower score get documented or put on a risk register or watch list. The risks that are characterized as low, or very low, risks have both a low impact and likelihood of occurrence.

Figure 5.8 page 132: Example of a Risk Score  Risk Management – Tricks of the Trade® for Project Managers – Third Edition

Key:

  • Yellow: Low risks. Simply document (low) on the Watch List.
  • Peach: Medium risks. Consider moving to Perform Quantitative Risk Analysis and/or Plan Risk Responses process. They needs contingency responses like mitigate, enhance, transfer and share.
  • Tan: High risks. Move to Perform Quantitative Risk Analysis and/or Plan Risk Responses process. Theses need responses like avoid and exploit.

6. Facilitate a Discussion of Divergent Views

When leading stakeholders in a qualitative risk analysis discussion, differences of opinions may emerge. Be prepared for the disagreement and move toward agreement and consensus on the analysis of each risk.

When leading stakeholders in a qualitative risk analysis discussion, differences of opinions may emerge. Be prepared for the disagreement and move toward agreement and consensus on the analysis of each risk. You might have to establish ground rules for the discussion and decision making to avoid conflict.

Communicating information about risks helps keep the team and your stakeholders invested in the success of the project.  Maintain open communication and intentionally ask questions.  Listen to the answers to capture the views of your stakeholders and team members by documenting assumptions, concerns, and outcomes. These efforts will promote accountability, help manage expectations and improve you and your team’s efforts to manage project risk.

Build Your Qualitative Risk Analysis Project Skills

As you continue to develop and practice your risk analysis skills, consider taking RMC’s instructor-led course on Risk Management Tricks of the Trade® for Project Managers.  Simply contact us to learn more. If you prefer to study at your own pace, we also offer a Risk Management eLearning course or our book Risk Management – Tricks of the Trade® for Project Managers.

You can also listen to our recorded webinar Five Tips for Easy Qualitative Risk Analysis and earn 1 free PDU.

Sources:

https://www.projectmanagement.com/blog/blogPostingView.cfm?blogPostingID=66734&thisPageURL=/blog-post/66734/Qualitative-Risk-Analysis–Process-Overview#_=_

https://www.safran.com/blog/how-to-communicate-risk-to-project-stakeholders

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Agile implementation – 9 essential steps

Woman at white board working on agile implementation

Let’s face it, change is hard.  Whether you’re a project manager or a CEO implementing major changes to your organization is difficult. There are usually two types of obstacles.  One is institutional. Organizations have a certain momentum.  Making changes requires you to slow or stop the business-as-usual mindset along with all the typical documentation and approval requirements that currently exist.  The other is human, getting people who are used to doing things the same old way to accept and use new processes.

Bringing Agile to Your Organization

As project leaders and team members, we are all trying to get to the same destination on our projects —successful outcomes and happy stakeholders. However, not all projects are the same. Different projects require different methods.

That’s why Agile is a necessary skill set to have in your toolbox to stay current and deliver results. Let’s begin by focusing on the human aspects of an agile implementation and gaining acceptance.

9 Essential Steps for Agile Implementation

1. Establish the Need

Gain consensus on why the change is needed.  Qualify and assess the organization.  Analyze and document the current problems and shortcomings.  Capture previous stakeholder complaints, issue logs, and post-Morten problems.  Keep it read, but if there is a burning platform from which we must move forward, document it fairly.  Determine the business benefits and describe where we are now.

2. Create a Vision

Describe a better state. Outline the goals and objectives we are aiming to create.  Unite everyone with a common goal of what success would look like.  Describe where we want to be.

3. Form a Change Coalition

Identify key stakeholders.  Get people involved on the initial project and the advisory and review boards.  Provide mechanisms for general input and information exchange.  Use websites, lunch and learns, etc.  Be civil, humble and nice.  Do not assume or give the impression that the change team has all the answers.  Ask people how we should get there.

4. Communicate the Vision

Provide a clear outline of what is going to happen. People generally need to hear things five times in five different ways to ensure it sticks.  Use different formats, analogies, and styles.  It is generally impossible to over-communicate a change initiative vision. Plan and promote the organizational changes.

5. Encourage Employee Participation

Make sure people are involved.  Schedule follow-up sessions and speak to people about their concerns. Ask for volunteer reviewers and give praise and thanks for reviews, especially if negative.  This is the opportunity to turn people around while the resistance is relatively low.  Work on forming good relationships.

6. Plan For and Create Short Term Wins

Identify the initial project.  Schedule some early, small victories to build momentum, demonstrate progress, and reassure sponsors.  People only trust for so long.  So, give them something to justify their continued support.

7. Provide Rewards and Incentives

Change on top of a regular job is a lot of extra work.  Reward contributions as much as organizational norms will allow.  If you can’t give bonuses, plan great food for lunch and learns.  Give good mementos and freebies or arrange for time off if teams work hard on initial projects.  People must see benefits in taking part, otherwise they will not bother.  Goodwill, loyalty, and corporate benefits do not cut it with everyone.

8. Consolidate Improvements

Make sure the successful changes get repeated.  Document the successes and spread the word.  Monitor and perform mid-project retrospectives.

9. Institutionalize New Approaches

Complete and review the initial project.  Measure and promote the business benefits and get the sponsors and users to promote the benefits.  Identify the next project and broader roll-out plan.  Make changes stick by institutionalizing them.  Make them part of the standards and culture and support other groups trying to repeat the process.

Learning More About Agile Implementation

Now you have the nine steps the rest should be easy, right.  Clearly that is not the case.  The above is an outline of the work that has to be done to integrate agile in a workplace.  The above describes the “what.”  The “how” is for further posts.

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7 Common Pitfalls to Avoid When Adopting Agile Approaches

Business man talking about adopting agile

Are you thinking about adopting an Agile approach? Or are you currently using Agile on your projects? Where ever you are on your Agile journey, it is important to know the seven pitfalls organizations make when adopting agile approaches.  This post, along with our post on Introducing Agile-Chance Resistance Strategies give you helpful information about adopting agile approaches.  We will also introduce the five Ws (Why, Who, What, When, and Where) of introducing agile. Continue reading 7 Common Pitfalls to Avoid When Adopting Agile Approaches

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Handling Unrealistic Project Schedules

Close up of team working on unrealistic schedule

Unrealistic project schedules are one of the most persistent and stressful challenges in the world of project management. Whether you’re fresh to the field or have decades of experience, you’re likely to encounter timelines that seem to ignore reality. Deadlines might be imposed from above, shaped by ambition, optimism, or commercial pressure—and it’s your job to navigate them.

But how you approach these situations should evolve with your experience. Here, we break down strategies for handling unrealistic project schedules across three levels of project management experience: Junior, Mid-Level, and Senior.

For Junior Project Managers: Learning to Spot and Communicate Gaps

1. Understand Before You Commit
As a junior PM, it can be tempting to agree to timelines before fully understanding the scope. Instead:

  • Ask clarifying questions about deliverables, dependencies, and resource availability.
  • Request to review the work breakdown structure or, if it doesn’t exist, create a basic one.
  • Familiarize yourself with estimation techniques (e.g., bottom-up, analogous).

2. Know the Red Flags
Some warning signs of unrealistic timelines include:

  • Vague or shifting requirements
  • No buffer time for testing or changes
  • One-size-fits-all durations for tasks regardless of complexity
  • Assumptions of 100% resource availability

3. Use Data, Not Just Opinions
If something feels off, use historical data, past project examples, or even time-tracking records to highlight feasibility concerns. Facts lend weight to your feedback.

4. Speak Up with Tact
Learn to express concerns respectfully and constructively. For example:

“Based on what I’m seeing, it looks like we may need more time for testing. Would it be possible to revisit the timeline for that phase?”

This shows ownership and initiative without challenging senior voices aggressively.

5. Seek Support
Find a mentor, supervisor, or experienced peer who can help you validate your concerns and frame them appropriately to leadership.

For Mid-Level Project Managers: Influencing Up and Managing Across

1. Conduct a Schedule Risk Assessment
At this level, you’re expected to anticipate and mitigate risk. Assess:

  • The confidence level of each estimate
  • Known and unknown risks
  • Potential change impacts

Use tools like Monte Carlo simulations, if available, or simple contingency buffers.

2. Push Back Professionally
You’re now in a position to negotiate with stakeholders. Use your track record to:

  • Offer scenario-based timelines (e.g., optimistic vs. realistic)
  • Share trade-offs (“If we must hit this date, here’s what we can deliver”)
  • Propose phased delivery or MVP approaches

3. Leverage Your Network
Use your internal relationships with developers, testers, marketing, etc., to validate task durations and identify constraints early. This creates a more defensible schedule.

4. Manage Expectations Continuously
Don’t wait for milestones to raise alarms. Set regular check-ins and provide honest, evidence-based updates to stakeholders. Use burndown charts, dashboards, or velocity metrics to show progress and risk.

5. Document and Debrief
Make time to document project learnings and schedule-related issues. When unrealistic timelines cause problems, use retrospectives to record why—and suggest process changes for next time.

For Senior Project Managers: Driving Change and Setting the Tone

1. Advocate for a Realistic Planning Culture
Senior PMs have the influence to shape how project planning happens. Promote:

  • Integrated planning involving all disciplines
  • Bottom-up estimation with validation
  • Stage-gated approvals to avoid premature commitments

2. Use Portfolio-Level Leverage
Senior PMs often have a view across multiple projects. Use this vantage point to:

  • Flag resource conflicts or systemic schedule compression
  • Align delivery with business readiness, not just calendar deadlines

3. Educate Stakeholders on Trade-Offs
You have the gravitas to facilitate tough conversations:

“To meet this deadline, we’ll need to reduce scope or increase resources. Here are your options and risks.”

This empowers decision-makers with transparency, rather than accepting arbitrary dates.

4. Escalate Constructively When Needed
Sometimes pressure from above will persist. Your role is to escalate concerns clearly, with supporting data and proposed alternatives—not just complaints. Position yourself as a problem-solver.

5. Be a Role Model for Realism
Avoid promising what can’t be delivered. Lead by example and encourage your team to raise concerns early. Protecting morale and credibility is part of the senior PM’s job.

Final Thoughts: Building a Culture That Respects Reality

Unrealistic project schedules rarely stem from malice—they’re more often born from optimism, urgency, or a lack of information. But the impact is real: missed deadlines, burned-out teams, and stakeholder frustration.

No matter your level, your job isn’t just to manage a plan—it’s to manage how plans are made, communicated, and adjusted.

Key Takeaways:

  • Junior PMs should focus on spotting gaps, asking questions, and respectfully voicing concerns.
  • Mid-Level PMs must manage risk, negotiate scope, and use data to influence upward.
  • Senior PMs are responsible for setting a realistic planning culture and guiding strategic conversations.

The earlier you address unrealistic timelines, the more options you have. Project success doesn’t just come from hard work—it comes from working smart, setting clear expectations, and planning honestly.

Remember: realistic schedules aren’t just good project management. They’re good leadership.

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PMP Exam Prep Checklist

PMP exam

Taking the PMP exam can be stressful. That’s why we have created to sample checklist for you to review as you get ready for your exam.  It is a chronological approach that helps describe what should you be thinking about when.  This will help you to organize your “Passing the PMP Exam” project more smoothly.

Our PMP Exam Checklist

  1. How to Study for the PMP Exam
  2. The Night Before the Exam
  3. Day of the PMP Exam
  4. Before the Beginning of the Exam
  5. During the PMP Exam
  6. Some Key PMI-isms

How to Study for the PMP Exam

  • Review the PMI-isms in the PMP® Exam Prep book, and understand how they apply to the best project management practices.
  • Study the suggestions for taking the exam in the PMP® Exam Prep book.
  • Review the material three times (follow the rule of three).
  • Develop good study habits.
  • Form a study group of people taking the test at about the same time as you are.
  • Set a date for taking the exam with the testing provider, basing the date on a realistic schedule.
  • Set time each day to spend studying; you cannot retain information crammed into a single-day, eight-hour session.
  • Study in more depth the areas you feel uncomfortable with but be careful not to over-study; you should not need more than 40 hours of study time after taking RMC’s PMP Exam Prep class.
  • Use the PMP® Exam Prep book to learn, Hot Topics to keep the material fresh, and PM FASTrack® Cloud to verify you understand the material and to find your gaps.
  • Develop a test-taking strategy, practice it, refine it, and then use it.
  • Practice concentrating on the question on the screen only.
  • Take a four-hour practice test in a “controlled” situation (as if you were in the test center, i.e., no refrigerator runs, etc.).

The Night Before the Exam

  • Visualize the entire process from beginning to the successful conclusion.
  • Gather everything you need for the next day so it is all ready and you will not need to worry about it in the morning.
  • Go to bed; if you are restless, stay there and rest. Do not stress out over the lack of sleep. Get extra sleep in the few nights before the test. Normally you need a minimum of six hours of sleep to feel alert.

Day of the PMP Exam

  • Start with a moderate breakfast and try to avoid caffeine.
  • If you are going to a test center, be on time, not too early or too late.  If you are taking the exam online, you will want to log in early to make sure you don’t have any technical issues.
  • NO frantic reviews—remember, you know the material.
  • Distract yourself by reading a magazine, newspaper, or book.

Before Beginning the PMP Exam

  • Find a location that is away from distractions and has good lighting.
  • Practice deep breathing.
  • Do your download sheet.
  • Ask any questions you have so you are not distracted during the test.
  • Bring an aggressive but realistic attitude to the test.
  • Remind
  • Remind yourself to budget your time by using the Mark for Review button. For each of the three 60-question exam sections, you should  give yourself 76 minutes. Using about 1 minute per question as you have practiced will allow you 16 minutes to check the questions you have marked.

During the PMP Exam

  • Focus on the test. All the things you need are on the download sheet. If you encounter some hard questions, easier ones are coming.
  • Focus on one question at a time, totally concentrating on the one on the screen in front of you. You can go back to the others later.
  • Figure out the topic for each question, to put it in the proper perspective.
  • Remember the three-pass rule. Do not spend too much time on a question on the first pass; instead, mark it and move on.
  • Be sure to use the two 10-minute breaks allowed between exam sections.  Get up, stretch and leave the room for a few minutes.  Just be sure to be back in your seat before the 10 minutes are up.
  • If the test feels more difficult than you anticipated, focus on just doing your best.
  • There WILL be questions you cannot answer; expect it and move on.
  • Do not change answers without PROOF you made a mistake. Between 70 and 80 percent of the time, your first “gut feel” is correct.
  • Avoid worrying about time. I know this is hard with the stupid clock in the upper right-hand corner ticking away, but try to focus on the question, not the clock.
  • If you become anxious, visualize a calm, soothing scene, or better yet, visualize seeing “you passed” on the screen.
  • As you begin to reread, or if you find it difficult to concentrate, practice relaxation and stretching techniques. . Remember if you take the test remotely, your movements should be limited.
  • Have energy snacks available outside of your testing area to eat during your breaks. Be sure to eat them BEFORE you get tired. It takes time for them to work, so do not wait until the second break if you’re concerned about your energy.
  • Think of the test as a game. Do your best.

Some Key PMI-isms

  • Memorization is not the key; understanding is.
  • Identify and fill gaps using the PMP® Exam Prep book and PM FASTrack®.
  • You do not “figure it out as you go.” You plan ahead and make it happen correctly, according to the plan.
  • You must have metrics to know where you are and how far you are from the plan.
  • Ensure changes go through a process to make sure only approved changes make it into the plan.
  • Use control limits and refine them as needed.
  • Search for the root causes of problems.
  • Check your work as you go. Do not wait until the end.

You’ve Got This!  RMC is Here to Help

Developing a PMP Exam prep checklist will help you feel more confident and less stressed about taking the PMP exam. Another great tool to help you prepare is Rita’s Process Chart game which is a fun, interactive way to study the process groups.  You can also check out our latest Taking the PMP exam webinar.  If you are still deciding whether to take the test online or in person, learn more about each option.  If you have further questions, feel free to contact us to get more information.

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Manager vs. Leader: Which Are You?

Middle aged manager in a meeting

As a professional in project management, you don’t only manage projects, you also lead teams. So, being able to work as both a manager and a leader can help you excel and really stand out in the workplace.

It’s worth taking some time to uncover the things that differentiate a manager from a leader. After all, some people who are leaders might not make the best managers, and vice versa. But if you’re determined to be both, you can hone your skills to manage and lead more effectively.

Take a look at the information below on managers vs. leaders to figure out which one you are, and to gain a clearer picture of what you might need to do to advance your career. Continue reading Manager vs. Leader: Which Are You?

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New Webinar for Project Management Professionals | RMC Learning Solutions

African American man attending project management webinar

Webinar – Taking the PMP® Exam: What You Need to Know

The PMP® certification exam changed significantly on January 2, 2021. If you are looking to become a certified project manager, you won’t want to miss this webinar.

Join us for information on preparing for the PMP® exam, the changes in the new exam, our recommended strategy to certification, and more. In this one-hour webinar we will answer the top questions professionals need to know when it comes to preparing for the PMP® exam:

  • Is the PMP® right for me?
  • What does the NEW PMP® Exam Content Outline include?
  • Why the changes?
  • What’s the latest information on new question types, exam length and breaks?
  • Should I take the new Online Proctored Exam option?

Thursday, February 4, 2021
12:00 – 1:00 PM Central Time

RESERVE YOUR SEAT TODAY!

 

Interested in Other Project Management Webinars?

If you are interested in other webinar topics from RMC Learning Solutions, we’ve got you covered.  Simply check out our previous project management webinars.

 

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What to Expect from Your RMC PMP Exam Prep Course

Two men working on their computer from their desk

When you’re ready to become a certified Project Management Professional (PMP), RMC will be there to help you with our proven PMP course. What’s it all about? Well, it’s geared towards preparing you for the challenging PMP certification exam so you can pass it on your first try.  What should you expect from this course? 

The Goal of RMC’s PMP Exam Course

Our PMP course is an accelerated program that’s packed with engaging material. It will allow you to prepare for the 200-question PMP exam that takes four hours to complete. We won’t lie, this is definitely an intense test, but we take a lot of the stress out of it.

How do we do that? By showing you exactly what you need to internalize in order to answer the multiple-choice questions with greater ease. It’s that simple.

Thanks to expert instruction and high-quality materials, you’ll be able to gain a greater understanding of complex project management topics in a shorter amount of time. Of course, it’s best if you also make the effort to study more on your own to reinforce what we teach you during the class. And taking practice exams is also a smart way to fully prepare yourself to pass the exam and become certified. The idea is to use our course as your foundation and guide.

What Makes Our PMP Exam Course Different?

There are a lot of study materials and courses out there, all geared towards helping you pass the PMP exam and advance your project management career. But our course is different.

We use a wide range of tools, such as case studies, games, and various exercises, to make it easier for you to actually understand and apply what you’re learning. This is not about merely memorizing facts. If you want to pass the PMP exam, you need to know how to apply concepts and processes in real-world situations. And we show you how to do just that by using the groundbreaking Rita Mulcahy method. 

Select Your Preferred Method of Learning

At RMC, we know that, when it comes to learning, you can’t take a one-size-fits-all approach. That’s why we offer a PMP exam prep course online and in person. Check out our virtual class schedule and our  live class schedule to see when a PMP course meets your needs. You’ll be able to receive expert guidance from an instructor in real-time. 

As an alternative, you can also purchase self-study materials and do it all on your own, or you can opt to take an eLearning course to follow your own schedule and work at your own pace. Discover what it takes to pass the PMP exam so you can take your career to new heights.  

Enroll Today and Get Your PMP Certification

A PMP certification, which is recognized all over the world, can open up opportunities for growth in the field of project management. But, first, you need to pass PMI’s tough exam. Take the stress out of learning what’s necessary to pass this test by using our proven, time tested PMP exam prep course. And get ready to take your exam confidence! 

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Today’s Project Manager: 9 Tips For Effective Project Management in 2020

Business woman discussing a project with a colleague at a desk

Is trying to manage your ever-changing project management plan keeping you awake at night? Does defining your requirements feel like trying to wrestle an angry octopus into a string bag? Do you feel torn between allowing your customers and team to be agile while simultaneously creating defendable schedules, estimates, and scope definitions for your sponsors?

Fear not. While the struggle is real, so are the solutions. Teams have been grappling with project requirements in flux, high rates of change, and demands for detailed plans for years. We can steal their best strategies and avoid common mistakes. Let’s explore 9 project management planning tips for taming wild projects without stifling agile teams or mumbling when asked about the project management plan.

1. Take a Customer-Centric Approach

Relentlessly focusing on customer needs and wants is the way to win them over. Showing genuine care for their desires builds understanding about the true project management requirements.

Sponsors listen to customers more than project managers about progress. With the customer on your side, changes to the plans are supported when they improve the solution.

Do this by collocating with the customer whenever possible. Live their world and share their frustrations to understand their needs for the system.

2. Think MVP not Kitchen Sink

MVP stands for Minimum Viable Product. Ask what is the smallest thing we can build first that demonstrates our solution would be valuable?

Work with your customers to identify their highest-value items in the product. Often the highest priority items are surprising, so ask not presume.

Create a prioritized backlog of features and a visual roadmap of what can be developed when based on team estimates. Build this functionality first to demonstrate value.

3. Prototype Concepts Cheaply

Developing software is an expensive way of verifying we understand our customer needs. So use paper prototypes to mock-up screens and websites first.

Rapid prototyping with hand-drawn paper designs is a collaborative process that customers can engage in too. This inclusion builds ownership and support.

Get your teams to verify understandings with quick prototypes before coding. Changes are quicker, cheaper, and the process of engaging the customer increases buy-in.

4. Engage the Team in Solutioning

Teams do not want to be handed task lists. Teams want to solve problems, delight customers, and deliver value.

Humans are hard-wired to get a buzz from problem-solving. This is why people do crosswords and sudoku puzzles in their spare time. We get an endorphin buzz to further our learning and evolution.

Present work as problems to be solved rather than task lists. Teams will enjoy their work more and be more productive.

5. Exercise All the Architecture

Issues can spring up in any new hardware or software component. Until we have proved things work, they contain risks of failure.

If we will need it at some point, then let’s try it out as part of the project execution to make sure there are no unforeseen problems lurking in there.

Deliberately test each component of a solution as soon as possible. Prove the connections work or surprises are found while we still have time to address them.

6. Prove it or Pivot

Not all ideas or products are a success. Collaborating with customers during development should let us know early on if we have a winner or a dud.

Sometimes the best outcome is a fast failure while we can divert remaining time and funds towards other initiatives.

Create review points to evaluate progress and benefits. Facilitate a frank conversation between sponsors and customers. Did we prove the product viable, or is it time to pivot towards something else?  This project management tip will allow you to adapt quickly.

7. Go with the Flow

Projects need initial estimates for approval, but these are inaccurate since they are based on information from when we knew the least about the project – at the start.

As the project progresses, it is important to transition from these initial estimates and project management plans to new ones based on actual rates of progress.

Use the number of features delivered and actual spend rates to produce new completion projections. Using the actual data flowing from the team builds the most accurate plans.

8. Courageous Project Management Transparency

Share information, good and bad, with stakeholders throughout the project execution. The one thing people like less than bad news is late bad news.

Sharing information throughout the project demonstrates the desired behavior. Teams that see project managers sharing their mistakes and questions are more likely to do the same.

Many project failures can be traced to communication failures. When we fail to communicate we set the scene for cascades of problems. So be transparent and share information.

9. Review and Adapt What Matters

No plan survives contact with reality. Once we get into our project, we will learn new information about the project and our team dynamics.

We need to review the evolving solution and how the team is working together. Is the product working as expected? Are we working together as best we can?

Every couple of weeks ask the team: what should we do more of? What should we do less of? Experiment with team suggestions. Keep what works, learn from failures.

Here’s to Change…

Project management plans and estimates might change, but by being transparent and using the team’s actual production rates to create new plans, they will be defendable and realistic. Often the business customers become the project manager’s most reliable allies, answering many of the questions about completion dates and quality.

Customers are the most potent salespeople. They have fewer ulterior motives and the most credible stories. Work with them earnestly, and even the most dynamic projects can become rewarding partnerships.  Consider some other thoughts from

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Why Take the PMP Exam?

Two women working together on a project using their computer

Why take the PMP exam? This is a common question many people ask as they weigh the pros and cons of the PMP® exam. What is the purpose, what will it do for you, and is it worth it? There’s no doubt that preparing to take the PMP® exam is a journey. And, if you let it, this journey can help you enhance your project management capabilities. 

As you prepare for this exam, you will improve your project management skills. The opportunity to expand your knowledge is one of the best reasons to get your PMP® certification.

Understanding is the Key to Passing the PMP Exam

The PMP® exam is an international exam designed to prove your knowledge and experience in applying the art and science of project management. It focuses on situations you might encounter in the real world, rather than just asking you to repeat data you have learned.

Therefore, to pass the PMP® exam, you cannot simply cram a lot of information into your brain and try to retain it just long enough to get through the four-hour testing period. Instead, you’ll take your knowledge to the next level. You’ll better understand the process of project management, and the value that process can bring to your daily work on projects.

Learn without Rote Memorization

RMC’s PMP® training classes and products bring you unique games, activities, exercises, and techniques designed specifically to increase both learning and knowledge retention. 

This approach not only gives you the knowledge you need to quickly prepare for the exam, but also the knowledge to become a better project manager—without rote memorization. 

Where’s the proof? RMC has heard from students who received a bonus, a raise, or both after they passed the exam. Other students have reported that they were offered a job when hundreds of other qualified candidates had applied, simply because they were PMP® certified!

Get PMP® Certification to Set Yourself Apart

In addition to the opportunity to improve yourself and your abilities, there can be financial incentives for passing this exam. A 2015 salary survey conducted by the Project Management Institute (PMI) found that PMP® certified project managers across all countries are paid, on average, 20% more than those without this certification.

The bottom line is this: having a PMP® certification can be the reason you get a job, keep your job, or are promoted. And, with RMC’s support,  you can get started today.