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Enhance your workflow: transitioning to a PMO Role

Entering a role within the Project Management Office (PMO) provides a unique opportunity to expand your impact across an entire organization. PMOs have evolved significantly, moving beyond their traditional focus on governance and compliance to become critical players in aligning projects with strategic organizational goals. They serve as centers of excellence, fostering the professional growth of project managers and playing an integral role in driving technological and cultural advancements. 

Engaging with a PMO allows you to contribute to these strategic initiatives and gain insights into how project management practices can deliver organizational value. PMOs are pivotal in creating an ecosystem where both current and future projects can thrive, offering resources and expertise in areas like financial management, human resources, and communication. 

By working within a PMO, you’ll have the chance to support executives in portfolio management and strategic decision-making, ensuring that projects align with the broader organizational vision. The role offers a broader scope of influence, bridging the gap between individual project execution and overarching organizational objectives. 

For project managers eager to broaden their horizons, a role in the PMO provides the ideal platform to leverage their skills on a larger scale, making a meaningful impact on the organization’s strategic direction.

Distinctions between Project Managers and PMO Supervisors

Project Managers and PMO supervisors each play crucial but distinct roles within an organization. A Project Manager’s primary focus is on the execution and delivery of individual projects, ensuring they meet specific goals and adhere to set timelines and budgets. They are deeply involved in the day-to-day operations, from planning and resource allocation to risk management and stakeholder communication.

On the other hand, PMO supervisors operate at a higher level, overseeing a collection of projects or an entire portfolio. Their role is more strategic, aiming to align these projects with the organization’s long-term goals and objectives. This involves setting project management standards, establishing methodologies, and ensuring that all projects adhere to these guidelines. PMO supervisors work closely with executives, providing insights and data that inform strategic decisions, and they often play a key role in portfolio management.

Additionally, PMO supervisors serve as mentors and resources for project managers, offering guidance and support to ensure the successful delivery of projects. They are responsible for creating an environment where best practices are shared, and continuous improvement is encouraged. Through this support, PMO supervisors help elevate the overall quality and effectiveness of project management within the organization. 

In essence, while Project Managers focus on the tactical aspects of individual projects, PMO supervisors are concerned with the strategic oversight and alignment of multiple projects, driving broader organizational success.

Steps to move into a PMO position

  1. Transitioning into a PMO role requires a thoughtful and proactive approach. Start by networking with PMO practitioners within your organization. This helps you gain insights into the PMO’s functions and opens doors for potential opportunities. Clearly communicate your interest in transitioning to a PMO role, and don’t hesitate to ask about projects where your skills might be of value.
  1. Consider taking on responsibilities that align with PMO activities. This hands-on experience is invaluable for building your expertise in areas relevant to PMO functions. Look for internal development programs that focus on PMO competencies. These programs can provide you with the necessary knowledge and skills to navigate PMO responsibilities effectively.
  1. Volunteering to assist with PMO initiatives is another practical step. By contributing to specific projects, you can demonstrate your commitment and gain a deeper understanding of PMO operations. This proactive involvement not only showcases your initiative but also allows you to build relationships with key stakeholders.
  1. Pursuing professional certifications, such as the Project Management Professional (PMP)® certification, can further bolster your qualifications. These certifications validate your expertise and dedication, giving you a competitive edge when vying for PMO positions. They signal to your organization that you are well-equipped to handle the strategic responsibilities that come with a PMO role.

By strategically networking, seeking relevant development opportunities, and gaining hands-on experience, you can effectively position yourself for a successful transition into a PMO role.

The value of professional certifications

Earning professional certifications, such as the Project Management Professional (PMP)® certification, can be a game-changer when aiming for a PMO role. These certifications act as a formal acknowledgment of your skills, knowledge, and dedication to the field of project management. They can significantly enhance your credibility and marketability within your organization and industry. Certifications demonstrate a high level of expertise and a commitment to adhering to industry standards and best practices.

One of the key advantages of holding a certification is the confidence it instills in your colleagues and superiors. When you are certified, it signals that you possess the competencies required to manage complex projects and drive strategic initiatives. This can be particularly valuable when transitioning to a PMO role, where the scope of responsibilities is broader and more strategic. The rigorous process of obtaining a certification also equips you with up-to-date knowledge and skills, which are crucial in the ever-evolving landscape of project management.

Additionally, professional certifications often open the door to networking opportunities. Being part of a certified community can connect you with like-minded professionals, fostering relationships that can be beneficial for career growth and knowledge sharing. Moreover, many certifications require ongoing education to maintain, ensuring that you remain current with industry trends and advancements. This commitment to continuous learning and improvement aligns well with the strategic and adaptive nature required in a PMO role.

Essential skills for effective PMO leaders

For PMO leaders, several core skills are essential to drive success and align projects with organizational goals. First, strategic thinking is critical. It enables you to connect project management activities with the organization’s long-term objectives, ensuring that each project delivers measurable value. Effective communication is also vital. Being able to articulate changes and project updates clearly and persuasively to executive leaders helps secure buy-in and facilitates smoother transitions.

Collaborative leadership is another key skill. It involves bringing together diverse teams and stakeholders to work toward a common vision. This requires not only managing conflicts but also fostering an environment where everyone feels their contributions are valued. Building and maintaining strong relationships with stakeholders is equally important. This skill helps you understand their needs and expectations, enabling you to tailor project approaches to meet those needs effectively.

Additionally, problem-solving and adaptability are crucial in a PMO role. The ability to quickly assess issues and pivot strategies as needed ensures that projects stay on track despite unforeseen challenges. Lastly, proficiency in financial management and resource allocation ensures that projects are executed within budget and that resources are optimally utilized.

By honing these skills, PMO leaders can effectively guide their teams and projects toward achieving organizational success, making a meaningful impact on both individual projects and the broader strategic objectives of the organization.

Key technical skills required for PMO success

To excel in a PMO role, possessing a robust set of technical skills is paramount. Proficiency in project management software, such as Microsoft Project or Jira, is essential for efficient project planning, tracking, and reporting. These tools enable PMO leaders to maintain oversight of multiple projects, ensuring they stay on schedule and within budget. 

Knowledge of portfolio management software is also critical. These tools help in prioritizing projects, allocating resources effectively, and aligning projects with strategic business goals. Familiarity with data analysis and reporting tools, like Power BI or Tableau, can provide valuable insights into project performance and highlight areas for improvement.

Understanding financial management principles is another key skill. PMO leaders must be adept at budgeting, forecasting, and financial reporting to ensure that projects are financially viable and contribute to the organization’s bottom line. Proficiency in resource management software is equally important, as it allows for the optimal allocation and utilization of resources, preventing bottlenecks and ensuring smooth project execution.

Additionally, strong technical documentation skills are crucial. Creating and maintaining comprehensive project documentation ensures that all stakeholders are informed and that there is a clear record of project progress and decisions.

Incorporating these technical skills into your PMO toolkit not only enhances your ability to manage complex projects but also positions you as a strategic partner in achieving organizational objectives. By leveraging these technical capabilities, you can drive efficiency, innovation, and overall project success.

The need for lifelong learning and adaptation

Project management is an ever-evolving field, requiring leaders to stay updated with the latest methodologies and best practices. Continuous learning enables PMO leaders to navigate the complexities of modern projects, adapt to new challenges, and implement innovative solutions. This proactive approach to education helps in mastering emerging technologies and methodologies, which are crucial for staying competitive. 

Embracing lifelong learning cultivates a mindset of growth and adaptability. It empowers leaders to tackle unforeseen challenges with confidence and agility. Engaging in regular training, attending industry conferences, and participating in professional development courses can all contribute to this growth. This commitment to learning also fosters an environment of continuous improvement within the PMO, encouraging team members to elevate their own skills.

Furthermore, staying current with industry trends and advancements can enhance your ability to drive strategic initiatives. It allows you to identify new opportunities for process improvements and efficiency gains, ultimately contributing to the organization’s success.

Feel free to explore our extensive project management certification classes and learning materials to assist you on your journey.

Links:

Easy and effective tools for stakeholder analysis:https://youtu.be/eT_u6Rp3tcs?si=qW9L1mruGBEU7Aaz

3 ways to lead with emotional intelligence: https://youtu.be/9dLYMHQsblA?si=_CQztA2upPvCjsYg

RMC Learning Solutions CAPM/PMP Certifications: https://rmcls.com/project-management/

Project management fundamentals: https://rmcls.com/project-management-fundamentals/

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Peterson’s LLC Successfully Completes Acquisition of RMC Learning Solutions

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FOR IMMEDIATE RELEASE

Peterson’s LLC Successfully Completes Acquisition of RMC Learning Solutions

Denver, January 25, 2024 – Peterson’s, a long-standing leader in test preparation and educational publishing, is thrilled to announce the successful completion of its acquisition of RMC Learning Solutions. This strategic move represents a pivotal moment in Peterson’s growth strategy and underscores its commitment to innovation and expansion in credentialing markets.

The acquisition of RMC Learning Solutions, a highly respected project management education company known for its PMP, CAPM, and Agile prep, positions Peterson’s to deliver enhanced value to customers and clients. The melding of resources and expertise is expected to drive synergies between organizations.

“We are excited to welcome RMC into the Peterson’s family,” said Mo Lam, President at Peterson’s. “This alignment brings together two entities with a shared commitment to excellence, and we believe it will propel us to new heights in terms of product service offerings and delivery channels.”

Key personnel from RMC are joining Peterson’s, bringing with them a wealth of talent and experience. This infusion of new perspectives is anticipated to further enrich the collaborative culture of Peterson’s and contribute to its ongoing success.

For media inquiries or further information about the acquisition, please contact:

Elizabeth Barry
VP Operations
Peterson’s LLC
pr@petersons.com

About Peterson’s:
Peterson’s is a leading educational publisher dedicated to furthering education after high school and beyond. From culinary school to medical school–and everything in-between–Peterson’s helps you discover, prepare for, and fund your education. www.petersons.com

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Breaking Down the Project Charter

Two business women working on a project charter on the computer

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

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

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

 Creating a Project Charter

  1. Elements of a Project Charter
  2. More Project Charter Help

Elements of a Project Charter

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

More Project Charter Help

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

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

If you are looking for additional support, download RMC’s FREE project charter template to use on your next project.  Want further project management resources, consider Rita Mulcahy’s PMP Exam Prep book. It’s a great resource for project managers, even if you are not preparing for the PMP exam.

 

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Identifying Project Stakeholders in Project Management

African American project stakeholder

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

Identifying Project Stakeholders

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

Who Are Stakeholders?

Stakeholders are people and organizations who:

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

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

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

Types of Stakeholders

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

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

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

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

How to Work with Stakeholders Successfully

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

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

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

Stakeholder Engagement Skills

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

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

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

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

Sources

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

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Develop a Project Scope Statement in Project Management

Two colleagues discussing a project scope statement

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

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

Project Scope Statement

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

What Is Project Scope?

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

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

How Do You Write a Project Scope Statement?

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

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

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

Key Elements of a Project Scope Statement

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

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

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

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

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

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

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

Write It Down and Share It with Your Team

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

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

Sources

Rita Mulcahy’s Project Management Fundamentals Book

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

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Create a Work Breakdown Structure (WBS) in Project Management

Man creating a work breakdown structure on white board

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

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

Creating a Work Breakdown Structure

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

What Is A Work Breakdown Structure?

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

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

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

Do You Need a Work Breakdown Structure All the Time?

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

What Are the Biggest Reasons for Using a WBS?

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

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

Work Breakdown Structure Guidelines

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

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

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

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

How to Create a Work Breakdown Structure

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

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

Learn how to create a WBS and other essential project management skills by brushing up on your Project Management Fundamentals.  RMC offers Project Fundamentals three-day instructor-led course or our Project Management Fundamentals digital book . Choose which option best suites your learning style and budget.

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Phases of the Project Lifecycle

Project leader working with team on project lifecycle

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Understanding the main phases of a project’s lifecycle can help you navigate any project with greater confidence, organization, and ease. You can use these phases as a guide to keep you and your team on track from start to finish, regardless of the project you are leading.

So, what are the phases of the project lifecycle? We cover them below to help you tackle complex projects effectively.

Project Lifecycle Phases

  1. Conceptualization
  2. Planning
  3. Execution
  4. Termination

Phase #1: Conceptualization

Conceptualization, or initiation, is the first phase of the project lifecycle. Here you determine if the ultimate goal of a project can be achieved. And you work on getting approval from stakeholders.

In this phase, start by focusing on the problem that needs to be solved and how to solve it. Find out if you have the proper resources to do the work necessary to solve the problem.  Once you know the project can be pursued, there are tools you can use to move forward. Some examples include a project initiation document (PID), a statement of work, a business contract, or a business case. In the world of PMI, these documents are part of the Project Charter.  Signed by the project sponsor, the Project Charter is the document use to formally start the project.

Here are some of the main steps taken during this phase of the project lifecycle:

  1. Meet with your clients to learn about their objectives and expectations. Ask a lot of questions and go over all the necessary details to be sure you really understand what’s required of you.
  2. Put a business case together so you can recommend solutions.
  3. Conduct a feasibility study. Figure out if you can, and should, do the project. Determine which solution is best.
  4. Write your project scope and statement of work.

Phase #2: Planning

The planning phase of the project lifecycle is when you set the goals and define the deliverables.  You also take the time to figure out the what responsibilities your team will need to fulfill. It is during the project planning phase that you identify what the completed project will look like. Often this is called the project product.

Essentially, you identify what must be done, including the steps to take and their deadlines.  It also includes the resources that will be used along the way. For example, you can set S.M.A.R.T. goals that are specific, measurable, attainable, realistic, and time-bound. Or, you can set C.L.E.A.R. goals, which are collaborative, limited, emotional, appreciable, and refinable.

This phase, focused on the project’s purpose, also includes risk management.  You set a schedule and performance measures.  Then you estimate costs and set a budget.  You also assign tasks, and sort out all of the requirements that need to be met.

Various documents are put together during this phase, such as:

Phase #3: Execution

After the plans are complete, it’s time to set them in motion in the execution, or implementation phase of the project lifecycle. Along the way, you’ll measure your team’s success.  Make big changes or minor modifications where necessary. This will help you stay on track towards achieving the goals you set.  PMI breaks this phase into two knowledge areas, “Execution” and “Monitoring and Controlling”.  Here you separate the tasks of doing the work to complete the project and make sure the project is progressing according to the project plan.

During this phase, ensure all deadlines are being met, resources are being used appropriately, and that your team is working within budget. It’s also wise to hold meetings regularly. This way you and your team can check-in.  You can report on progress and performance while managing and resolving any problems that arise.

Your deliverables are developed and completed as you move through the execution phase. During this phase, carefully monitor progress and quality to make adjustments as needed. After all, things don’t always go according to plan.

Phase #4: Termination

You’ve finally reached the final phase of the project lifecycle! Also known as the completion phase or project closure, this one is all about delivering everything your team accomplished.

You do things like end contracts with suppliers and submit deliverables to clients. Let your stakeholders know that the project is finished.  At this stage, you release resources and allow tools and team members to be reassigned to other tasks.

Take this time to evaluate the overall project to see what worked and where your team needed to refine the original plan. It’s a great idea to hold what’s known as a post-mortem meeting to share this information with your team.  Look at project performance (were the goals of the project met?), and your team’s performance (how well did they meet their goals?). This step can really help you work much more effectively in the future.

Ultimately, be sure your project is complete and ready to release during this phase. Create a final report, and then get ready to move on to your next project.

Discover More About How to Effectively Lead a Project?

As a project manager, you have the opportunity to continually improve. That is exciting! RMC courses help you dive deep into topics like the project lifecycle, to enhance your skills. Contact us for more information. We can help you prepare to get certified or help you earn professional development units (PDUs).

Project Management Professional (PMP)®, Certified Associate in Project Management (CAPM)®, and PMI® are registered trademarks of the Project Management Institute, Inc.

Sources:

https://www.smartsheet.com/blog/demystifying-5-phases-project-management

https://www.lucidchart.com/blog/the-4-phases-of-the-project-management-life-cycle

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

https://opentextbc.ca/projectmanagement/chapter/chapter-3-the-project-life-cycle-phases-project-management/

https://www.proofhub.com/articles/project-management-life-cycle-5-phases

https://www.mavenlink.com/resources/what-is-the-professional-services-project-life-cycle

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Three Ways to Lead with Emotional Intelligence

Young woman smiling over shoulder using emotional intelligence

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Emotional Intelligence (EI) is your ability to identify and control your emotions to be a successful leader. Emotional intelligence is an awareness of emotions in yourself and in others.  It is the ability to develop and manage strong relationships.  Emotional intelligence uses reason to identify, understand and effectively deal with emotions. Studies show EI is a skill linked to success at all levels. Project managers with high EI are better equipped to deal with, handle and resolve conflict and change.

Leading with Emotional Intelligence

  1. What is Emotional Intelligence?
  2. Benefits of Using Emotional Intelligence
  3. Three Emotional Intelligence Techniques

What is Emotional Intelligence?

Author and social scientist, Daniel Goleman identified five categories within emotional intelligence.  They are: self-awareness, self-regulation, empathy, motivation and social skills.  These 5 categories define the ability to understand the needs and feelings of oneself and other people, manage one’s feelings, and to respond to others appropriately. Let’s walk through each competency.

1. Self-Awareness

Self-awareness is a pivotal component of emotional intelligence.   When you are self-aware, you have the ability to identify and name your emotions.  It means you have the ability to honestly recognize your emotions and the effect of your emotions.  It also includes the ability to know your strengths and limitations and having self-confidence in your capabilities and worth.

2. Self-Regulation

Regulation is the ability to manage emotions, which includes both regulating your own emotions, and when necessary and helping others to do the same.  Other aspects of self-regulation include trustworthiness, the flexibility to adapt to change and having high integrity.  Being open to new ideas and information is also a key trait of self-regulation.

3. Social Awareness

Another component of EI is social awareness.  Social awareness is mainly about empathy.  Empathy is our ability to feel what the other person is feeling.  We often describe it as the ability to put yourself in the other person’s shoes. Social awareness also includes organizational awareness.  This is the ability to anticipate and recognize customer needs, an ability to read the politics and understand the power dynamics in your organization.  Finally, social awareness includes sensing what others need to grow and develop.

4. Self-Motivation

Also called self-management, it describes your ability to demonstrate emotional self-control.  You may experience impulses or be in a bad mood, but you control those emotions.  As a person, you are interested in moving forward towards a goal or strategy.  You are also self-motivated and don’t let setbacks control the outcome.  Finally, you are able to stay calm under pressure and don’t panic in the face of a crisis.

5. Social Skills

The core to social skills is relationship management.  It covers abilities such as influence, conflict management, teamwork and leadership.  You use emotional intelligence to create and nurture relationships.  Your ability to influence comes from a strong ability to communicate clearly and persuasively.

Benefits of Using Emotional Intelligence

Emotional intelligence is important as our teams are more global. It is also important as more of our work is online.  Our environments are more intense, but they’re also more distributed and remote.   This means we have fewer opportunities for in person understanding.  We all have emotional intelligence skills.  The big benefits come from understanding, managing and using EI competencies to perform our work.  The benefits of emotional intelligence are far reaching:

  • Ability to actively listen and restate what you have heard .  This helps you clearly understand expectations and builds trust. You’ll find you are better aligned to the goals of the organization.
  • Improve the ability to develop ourselves and develop others. You are able to provide feedback effectively and are comfortable building the skills and abilities of others.
  • Helps with managing and resolving conflict. You need to be in touch with your emotions and to see another’s point of view to get to resolution.
  • Builds appropriate reactions within the context of your organization.
  • Helps you tailor your communications to influence stakeholders in our work environment, projects and day to day work.

Three Emotional Intelligence Techniques

By increasing your emotional intelligence, you can better connect and collaborate with others. You become more resilient and help motivate and lead others.  There are many things you can do to increase your emotional intelligence.  Here are three ways to lead with emotional intelligence:

1. Practice Recognition

  • Analyze your interaction daily.
  • Journal or note emotions as they arise.
  • Watch response in others. Notice body language. Notice when people are not engaged.

2. Use Empathy

  • Identify the emotion you are feeling, or the emotions others are exhibiting. Identify when you have experienced similar.
  • Note differences in how others respond. Your emotions may be different than others and that is good information to have in order to read the situation.
  • Tailor your responses by being aware of yourself and others. Then, adjust appropriately to the situation and respond intentionally.  This will prevent you from trying to tell another person what they should be feeling or to dictate a response.

3. Respond Intentionally

  • Stop reacting immediately. Not every thought in your head needs to be shared.
  • Ask yourself if this is the right time to respond? Or do you need to take more time to think through your response?
  • Ask yourself what is the appropriate response and how much information do I need to share?

Final Thoughts

As a project professional, applying your emotional intelligence skills to increase your organizational awareness, identify opportunities to use the appropriate level of empathy, and enhance your self-awareness of your emotions helps you be an effective leader. You’ll be better able to deliver project objectives and deliverables with less conflict and a more cohesive team.

RMC can help you elevate your leadership skills by examining strategies and tactics to increase organizational awareness by improving emotional intelligence.  Consider taking RMC’s Leading with Emotional Intelligence instructor-led virtual course.  We also offer a Leading with Emotional Intelligence micro eLearning course worth 1 PDU. Listen to our free recorded webinar on emotional intelligence.

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Leadership in Project Management

Young professional in a meeting discussing leadership in project management[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”3.22″ da_disable_devices=”off|off|off” da_is_popup=”off” da_exit_intent=”off” da_has_close=”on” da_alt_close=”off” da_dark_close=”off” da_not_modal=”on” da_is_singular=”off” da_with_loader=”off” da_has_shadow=”on”][et_pb_row admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text admin_label=”Text” _builder_version=”4.9.4″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” hover_enabled=”0″ sticky_enabled=”0″]I’m reading “Leadership and the One Minute Manager,” by Ken Blanchard. The book discusses “situational leadership,” which essentially means that a manager’s leadership style must vary depending on the competency of the person being managed.   As I was reading the book I realized that these management styles, while probably relevant, would not initially apply to project managers. Continue reading Leadership in Project Management