Tag: Project Management

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Develop a Project Scope Statement in Project Management

Two colleagues discussing a project scope statement

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

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

Project Scope Statement

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

What Is Project Scope?

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

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

How Do You Write a Project Scope Statement?

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

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

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

Key Elements of a Project Scope Statement

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

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

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

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

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

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

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

Write It Down and Share It with Your Team

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

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

Sources

Rita Mulcahy’s Project Management Fundamentals Book

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

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Create a Work Breakdown Structure (WBS) in Project Management

Man creating a work breakdown structure on white board

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

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

Creating a Work Breakdown Structure

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

What Is A Work Breakdown Structure?

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

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

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

Do You Need a Work Breakdown Structure All the Time?

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

What Are the Biggest Reasons for Using a WBS?

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

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

Work Breakdown Structure Guidelines

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

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

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

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

How to Create a Work Breakdown Structure

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

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

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The Project Manager’s Organizational Change Responsibilities

Middle aged project manager at computer working on organizational change

As project manager, you have organizational change responsibilities for the projects you lead.  Your business and strategic role as a project manager requires you to have the knowledge to manage change that originates from your projects.  Knowing how to deal with organization change helps you reduce the impact to existing processes and individual employees while delivering value to your organization.

Successful Change Doesn’t Just Happen – It is Planned

Change is something you encounter in your organization and on your projects. Every project you do, because of its very nature is a temporary endeavor.  The creation of a new product or service involves change.  Organizations change when adapting to market factors including technology, compliance or disruption.  However, it is important to note that successful change is not a given.  Research has shown 70% of major change efforts fail, with only 25% achieving their stated objectives.

As you look at your role as a Project Manager, it is your responsibility to help support organizational changes that result from the projects we lead.  While it is critical to meet the project objectives, as PM you need to look at the deeper influencing factors to understand stakeholder needs, wants, concerns, fears and objections.  As project manager, you also need to understand the market and industry dynamics as well the organization’s culture and its ability to accept change.

People are comfortable with what they know and there is a certain level of resistance to change.  Change can also foster a resistance to additional change. Therefore, as you plan and execute projects, your role as a leader may need to evolve. You may take on the role of a counselor, educator, coach or booster throughout the project.  Shifting roles will help you keep key stakeholders engaged and able to move through the changes resulting from a project.  Consider this list of PM responsibilities as you seek to evolve your role:

  • Identify type of change
  • Evaluate current and future states to understand results required
  • Perform ROI and business case analysis to plan future state and transitions
  • Lead delivery of future state

Business Environment in PMP Exam Content Outline

In 2021, the new PMP Exam content outline changed to 3 domains. The new domains are process, business environment and people. Processes have been a core component of the previous exam content outlines and they are still important, representing 50% of the exam content outline. The reason for this update, according to PMI’s global practice analysis, is to further improve project success and reduce failure as well as address improvements in compliance, quality, efficiencies and business satisfaction.  The ultimate goal is to realize the project benefits and value more consistently.

Within the business environment domain, there are four (4) tasks that outline core responsibilities of project managers of which support organizational change is one. For reference, here is the PMP® Exam Content Outline. These work examples show how the organization influences the project and how your effort as PM includes preparing the organization for the result of the project. The work examples include:

  • Assessing the organizational culture
  • Evaluating the impact of organizational change to project and determine required actions and
  • Evaluating the impact of the project to the organization to determine required actions

So, what are some practical tips to help make your PM change management responsibilities easier?

Tips for PMs to Support Organizational Change

1. Evaluate the organization’s change readiness.

Evaluating your organization’s change readiness is important to measure readiness. Add this assessment during the initiating phase of your project plan alongside the development of your project charter. You can continue to reference and reevaluate it throughout the planning and monitoring of the project.

To start your change readiness analysis, review RMC’s Change Management Readiness Assessment tool.  It is an excellent resource that provides you with suggested questions to assess your organization’s current and future state readiness for change.  You can change, adjust and modify this document for each project.

2. Select the appropriate tools and techniques to analyze.

For the project to succeed, you must help stakeholders understand how their beliefs and actions must adjust in order to deliver the desired results.  And this means their experience will be different after the change. Using a variety of tools and techniques will help in planning and adjusting your projects.

  • Evaluate and identify stakeholder’s experience with the organization’s culture through observation, interviews and document analysis.
  • Understand how stakeholders’ experiences influence their beliefs and actions through focus groups, surveys and root cause analyses.
  • Evaluate and plan for change by asking questions, discussing the proof that a problem exists or the impact of the problem to recommend a solution.

You can represent your findings in your WBS. Include a project management branch that shows the outcomes and artifacts you are creating as deliverables as part of your change assessment and project planning. Then analyze them as part of your risk identification efforts.

3. Develop a planning check list.

A change management checklist helps you identify the specific actions you will take to plan for change. The form can help ask questions to identify why the change is needed, what is the desired result, who will be affected by the change and how will you measure the success of the change.

Want to Learn More?

Interested in building your change management skills? Consider an additional certification such as PMI-ACP or Prosci change management certification. You can also check out our Organizational Change Management webinar recording or our Leading Change eLearning course. Deepen your practical skills to use in your current projects, within your teams and throughout your organization.

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Project Management Approaches and Methodologies

Project manager discusses project approaches and methodologies with team

As a project manager, selecting the right project management approach and methodology is an important step you’ll need to take before starting work on a project. That’s because using the appropriate approach and methodology can make a major difference in the flow of your project and its successful completion.

  1. What is a Project Management Approach?
  2. What Are Popular Project Management Approaches?
  3. How to Select the Right Approach for Your Project
  4. A Hybrid Approach
  5. What Are Common Project Management Methodologies?

What Is a Project Management Approach?

A project management approach defines the overall mindset you have for how to manage the project. Should you plan it traditionally, meaning as completely as possible before you execute, or should you plan and execute the project incrementally? Your project management approach falls along a continuum between plan-based (traditional), and adaptive (incremental). On the other hand, there are many methodologies to choose from. While this might feel overwhelming at first, the nice thing is you can select an approach that best suits each project, and that will help you know what methods to choose. After all, every project is unique, so even though a an approach and methodology might work for one project, it might not for another.

As mentioned, you can use different project management approaches to ensure every project you lead will be a success. To simplify things a bit, we’ve put together overviews of  the most popular types.

1. Agile Project Management

The great thing about taking an agile approach to project management is it provides you with plenty of flexibility. You can change the way you do things as you go to adjust to change, and still keep your project on track.

Rather than following a strict, linear method, this adaptable and collaborative approach makes it easier to implement changes when needed. Therefore, your team may make changes as new learning about the needs of the project requires.

This approach can be helpful if you anticipate a project will need a lot of changes before completion. It’s also beneficial if your stakeholders want to give you frequent feedback as the project progresses.

Pro tip: When you’re ready to learn about how to apply agile principles and methods, RMC is here to help. You can enroll in courses to learn about agile, and we offer exam prep courses that will prepare you to become an Agile Certified Practitioner.

2. Waterfall Project Management

Unlike the agile methodology, waterfall (or traditional project management) provides a more linear,  approach that is less flexible once planning is completed. Basically, your team progresses from one phase to the other as they’re completed.

With this methodology, you rely on more detailed requirements as you move from the start of a project to its end. However, you don’t have the flexibility to make changes after your team starts working without carefully vetting them. For this reason, it’s a good choice when you know how a project needs to go and what the outcome should be.

The stages in this methodology include requirements and analysis, along with design and construction, testing, deployment, and transition to operations. So, if you want to run a project that’s carefully planned with a schedule your team can adhere to, and there’s a clear goal that can be planned in detail with stakeholders , the waterfall method can be a suitable option.

How to Select the Right Approach for Your Project

There are pros and cons associated with each project management approach.  It’s wise to weigh your options and select the method that will be most beneficial to you, your team, and your stakeholders.

A few things to consider as you think about which approach to use:

  • The number of people on your team, and how much guidance they require
  • If a project allows for flexible changes and risks
  • The level of involvement your stakeholders will have
  • The amount of time you have to complete the project
  • The project’s budget, and if it’s fixed or flexible

A Hybrid Approach

Sometimes your project calls for a blended plan driven and agile approach. This technique allows you to select elements of from both methodologies to get the project done.  For example, you use Agile sprints because the scope of your project might not be well defined at the outset of your project.  You create a general project charter to gain approval, which is a plan driven technique.

Therefore, this hybrid approach takes the best of two methodologies and allows you to apply the most appropriate aspects of both.  If you’re interested in how to build the most effective hybrid approach for your project, consider RMC’s Hybrid Agile eLearning Course to guide you through the process.

Once you get to know the various methodologies available, and you begin to try them out in the real world, you’ll become confident in your ability to choose the right one for every project.

What Are Common Project Management Methodologies?

Popular project management methods include:

  • Scrum – An agile methodology characterized by short, fixed production cycles (sprints) with specific goals, that works well with small, skillful and disciplined teams, and uses short, focused meetings.
  • Extreme programming (XP) – A type of agile methodology that’s focused on collaboration.
  • Critical path method – A method that uses a work breakdown structure to map out milestones, commonly used in traditional approaches.

Since agile is considered an instance of Lean thinking, these practices are often integrated into many agile methodologies:

  • Lean – A method of optimizing the way your team works by reducing waste.
  • Kanban – An agile method that uses a visual representation of the phases and steps that need to be completed throughout a project.

Once you get to know the various approaches and  methodologies available, and you begin to try them out in the real world, you’ll become confident in your ability to choose the right one for every project.

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Phases of the Project Lifecycle

Project leader working with team on project lifecycle

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

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.

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Qualifying for Taking the PMP Exam

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

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

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

Eligibility

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

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

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

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

Forward Thinking

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

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

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

Required Contact Hours

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

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

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

Considerations

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

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

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

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

Certification: Taking a Major Step in Your Career

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

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Leadership in Project Management

Young professional in a meeting discussing leadership in project management

For mid-level project managers, the leap from managing schedules and deliverables to truly leading a team is both subtle and profound. Leadership in project management isn’t just about being the most organized person in the room. It’s about influence, trust, vision, and the ability to align diverse people toward a shared outcome—especially when the path is unclear.

In today’s project environments—where teams are cross-functional, often remote, and moving at speed—effective leadership is the cornerstone of sustainable delivery. This isn’t about command and control. It’s about clarity, confidence, and emotional intelligence.

From Project Coordinator to Project Leader

Many project managers reach mid-level after proving they can plan and execute reliably. They’ve learned how to build schedules, manage risk logs, facilitate meetings, and chase down blockers. But leadership begins when the PM moves beyond being the hub of communication and becomes the enabler of outcomes.

Project leaders don’t just keep the trains running. They:

  • Inspire accountability without micromanagement
  • Navigate uncertainty with calm and clarity
  • Make space for team members to step up
  • Translate vision into shared purpose

And perhaps most critically, they earn trust. In project settings, where authority is often borrowed rather than formal, trust is currency.

Leading without direct authority

Most project managers don’t manage their teams in a traditional sense. Developers, analysts, designers, and business stakeholders often report elsewhere. So how do you lead when no one has to follow you?

The answer is relational leadership. That means:

  • Building credibility by delivering consistently
  • Listening more than directing
  • Understanding what motivates each contributor
  • Adapting your communication style to your audience

Influence is built day by day, not declared. When people feel heard, respected, and supported, they begin to lean in—and that’s when leadership sticks.

Vision and Alignment in the Project Context

One of the key differences between a manager and a leader is the ability to connect the dots between tasks and meaning. As a project manager, you may not be setting the overall business vision—but you are responsible for helping your team understand how their work contributes to it.

This looks like:

  • Framing deliverables in the context of organizational goals
  • Translating complex objectives into day-to-day priorities
  • Reinforcing the “why” behind the “what”

When teams understand the purpose behind their work, motivation increases, silos dissolve, and decision-making improves.

Handling conflict and change like a leader

Projects bring people together—and sometimes, people clash. Competing priorities, shifting requirements, and tight timelines can fray nerves. Leadership means staying grounded when the room gets tense.

Good project leaders:

  • Address conflict early, without defensiveness
  • Create psychological safety for dissenting views
  • Focus on solutions, not blame

Change management is another test of leadership. When a scope shift or resource change hits, the best PMs don’t just update the Gantt chart. They re-orient the team with empathy and decisiveness.

Leadership in Agile and Hybrid environments

Leadership doesn’t look the same in every methodology. In Agile or hybrid settings, servant leadership is often the most effective model. Servant leaders:

  • Remove obstacles
  • Champion team autonomy
  • Coach instead of control

In these environments, your leadership might be less about command and more about facilitation—guiding the team through uncertainty and iteration while maintaining alignment with broader goals.

The Emotional Intelligence Edge

Technical proficiency will get you in the door. Emotional intelligence (EQ) is what helps you lead. Project managers with high EQ:

  • Read the room
  • Regulate their own stress
  • Respond with empathy
  • De-escalate tension before it derails progress

For mid-level PMs looking to step into more senior roles, developing emotional intelligence is one of the most valuable long-term investments.

Final Thoughts: Leading Through Delivery

Leadership in project management isn’t a separate skill set from delivery—it is delivery. Because great plans don’t execute themselves. Great teams do. And great teams thrive under leaders who:

  • Set direction without rigidity
  • Foster trust without ego
  • Communicate with clarity and consistency

As a mid-level project manager, the invitation is clear: go beyond managing timelines and become a catalyst for high-performing teams. The best project leaders aren’t just taskmasters—they’re motivators, connectors, and calm voices in complexity. Leadership is not about having all the answers. It’s about creating the conditions where the best answers can emerge. Lead forward.

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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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PM and BA???

Female PM working at with person at computer[et_pb_section][et_pb_row][et_pb_column type=”4_4″][et_pb_text]I have been talking about the importance of having a PM and a BA on a project for 10 years. Although I still would prefer this arrangement I recognize that few teams have the luxury of pure roles. So everyone needs to have a basic knowledge of project management and business analysis. Even if you have clear roles, it helps when you understand something about what your co-worker is doing. This multi-disciplinary approach really helps if you are moving to a more agile style work also.[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]