How to go about with change in a project?

Like you might have learned in PMP and Scrum Master Certification training, you've mapped out a strategy, the state of all your projects, and your reasons for having to do this; you've talked to your team about the issues with the project and you still believe this is the appropriate step; and you've gone to your PMO director and presented your case. It is now time to implement the update. This is how.

·        Meet with your team again

You've presented your case to the PMO director, and you've gained consent and clearance to unload the project. Now is the moment to meet with your team and explain what is about to occur...and how it will occur. Let them know why you're offloading – it's basically so you can focus on the projects you have on your plate and hand this project off to a new project manager who has the available time to spend on something like this that is taking up too much of your time and attention due to problems, issues, or whatever is wrong with it. If the PM is drawn from the PMO's existing pool of PMs, it is likely that any or all of the following criteria will be met.

·        Work with the new PM on knowledge transfer

You and your team will be entirely responsible for bringing the new project manager up to speed as soon as feasible. Provide the new project manager with the statement of work (SOW), the most recent budget and resource planning information, all issue and risk management lists, the current project schedule, and the last few (or all, if applicable) status reports so that the incoming project manager can learn how the project got to where it is today. As understood in PMP and Scrum Master Certification training, perform as much verbal knowledge transfer as possible because this is where the most rapid – and presumably most informative – transmission of project information will occur.

·        Take it to the customer

Finally, inform the customer that a new project manager will be taking over the project. I would be hesitant to go into detail since it may make them feel like they are a less valued client than your other project clients. Concentrate on the future, on the new project manager's availability to help drive the project past all of the current problems, and emphasise that you'll still be available as needed — however realistic that may be — to help with problems or to mentor the upcoming PM.

Summary

It is never simple to let go of a project. Especially if you've put your heart and soul into it and have reached this point of complete dissatisfaction. Even if you know it's for the best, it's still difficult. Furthermore, it is tough to confess that you require assistance...that you require someone to shoulder this burden for you. However, make the transition as seamless as possible by thoroughly documenting it, and everyone should realise that it is best for you and the project to make this change.

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PROJECT MANAGEMENT: Is Agile Really For You?

·         You run mostly low tech or no tech projects. 

As learned in Scrum master certification - agile appears to be the ideal method for high-tech projects. Agile projects are ones that have tight deadlines, a high level of complexity, and are one-of-a-kind... That is, every customer encounter does not involve a revolving door of the same type of activity. High-tech projects are the best fit for this description, so if you're working on them, go Agile. If you've never worked on these types of projects before, you probably don't require Agile – at least not right now.

·         You or your organization resist change.

If your company is primarily "old school," with project managers and techies who are used to things the way they are and seem to be resistant to change, you have a huge decision to make. Replace everyone with people who will buy into Agile or who are already "Agile" ready, slowly (or quickly). That will be the quickest way to adopt, but it will also be the most expensive and time-consuming. So, for the time being, it may be preferable to put the Agile conversion on hold – it appears to be a lose-lose situation for the company.

·         No one in the organization or PMO is PMP certified. 

This isn't always a deal breaker. However, without a PMP-certified project management office and employees, selling a truly Agile environment and workable project approach can be challenging. PMP stands for "dedication." It denotes a tried-and-true method. It refers to processes that can be repeated. It connotes hard work, accomplishment, and a shared language. It will be difficult to get a client if you go to a client and bid on a project with an entirely uncertified staff. Although not everyone in the PMO needs to be certified, there will undoubtedly be clients who demand to hear the words "Agile" and "PMP" in the same phrase.

·         The requirements for your organization are static and well-defined. 

As learned in Scrum master certification - without a question, Agile is most effective when applied to a project that truly requires it. And it's frequently a project with a lot of ambiguous or changing needs. Alternatively, requirements that are ambiguous from the start. Or a series of phases that the customer would like to be implemented one at a time. Agile is a fantastic solution in all of these cases.

·         Never need phases rolled out early on any projects.

I've already mentioned that a little bit above. If you're in charge of relatively typical (boring?) projects that don't require early functionality to be released to the public, end users, or whoever the target audience is, you'll probably never need to make the huge switch to Agile. Depending on the company, change will not be quick or easy, and there will likely be some churn of skilled, experienced employees. So, if you don't have to, don't. Never do something only to be able to label yourself "Agile." Bring an Agile class in-house and then label yourself "Agile" even if you've never led an Agile project. It's useful to have in your hip pocket, but you don't have to convert completely if you don't want to.

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What Can Artificial Intelligence Do For Project Management?

As stated by the Project Management Institute, the notion of artificial intelligence (AI) is now enthralling the globe. This is for a good purpose. AI is the future, AI is already being used in candidate interviews, and you've probably welcomed it into your kitchens, living rooms, and workplaces, as I have, in the shape of Alexa and Google products, and the list of things it can and will do for us is expanding rapidly — on a daily basis. The potential is limitless, and it is improving on a regular basis.

If AI can save lives like this, it's safe to assume it can also help us manage projects more effectively. It may be too expensive for certain firms, but it might be essential in the long run for precise administration of PM solutions and projects, as well as cost and time savings. What can artificial intelligence (AI) do for your project management infrastructure and PMO practises and strategies? Consider this:

·         Team meetings. 

If everything is configured correctly, AI could listen in on team meetings and collect all of the status update information, then update things like the project schedule, issues list, risk ledger, change orders, and other key project information with the most up-to-date progress and status information.

·         Status calls.

If AI can listen in on 911 dispatch conversations and detect signals of cardiac arrest in prospective call-in victims, it can certainly be trained to listen in on project status calls and detect confident and anxious tones from both the customer and project delivery teams.

·         Change orders.

AI may listen in on client status calls, as well as other important conversations and emails, and sort out talks with demands that appear to be out of scope. As stated by the Project Management Institute, having AI predict the need for project change orders in the future might significantly increase a project's income and profitability, as well as turn the entire scope management process on its head!

·         Issue tracking. 

Because AI learns the issue tracking and reporting methods as well as the project's goals and mission, milestones, and technology in use, whatever we can have AI track on the project certainly assures higher accuracy and possibilities for aid with solutions.

·         Risk assessment.

AI might be useful for finding, tracking, analysing, and managing the whole risk process throughout the project, just as it could be for problem tracking. As more data is collected on a single project and throughout a company's portfolio, AI learns and grows.

Summary / call for input

As I learned when preparing for the PMP and Scrum Master Certification, the bottom line is that AI will play a significant part in tech project solutions, as well as in the delivery structure and methodology for tech-centric project management companies, not if, but when. It will be beneficial if used intelligently, as it will save time and money while also considerably enhancing our PM capabilities, in my view. Project success may be easier to achieve, and fewer project failures would be beneficial. However, with AI, we must be cautious and handle any dangers and concerns - it will learn quicker than we can!

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4 Tips To Add Value To Your Projects!

As learned in PMP Certification course–here are 4tips on how you might potentially bring value to your project engagements as the project manager in charge.

TIP 1: Improved project status reports. 

We go through the motions of creating the same report on every project using the project status reporting methodology and outcome. Not because it fulfils the customer's particular wants and desires, or because this project differs from the last one you supervised, but because that's what we've always done in this organisation, with no consideration to filling a hole, any ounce of originality, or any value added labour and information.Consider creating something more serious, such as a great dashboard report with high-level red-yellow-green status flags for each major feature for those stakeholders who want a fast look. Then look through the project's health in depth, including the timeline, budget, resource planning, problems, change orders, hazards, and so on. And don't try to construct a distinct status report for each interest group – make it a one-size-fits-all solution, and you'll know that no matter what they claim, everyone has the same information.

TIP 2: Share the financials. 

Keep the project client up to date on the project's finances on a weekly basis. Include it in the status report as a dashboard, full report, or – better yet – both. If I had done it (against my PMO director's better judgement on a handful of major federal contracts), they would not have failed and been cancelled. Don't hide the budget situation from your project customer; be transparent and show accountability. In many circumstances, if they don't see it, they will assume the worst.

TIP 3: Complete transparency. 

Be open and honest. There is no reason not to be entirely open in this age of real-time communication, news, and information exchange. As learned in PMP Certification course–all of your stakeholders require the most up-to-date information, and concealing news and information from the project client is never a good idea. When a stakeholder or client is required to make a choice, participate in a meeting, or simply participate in a key decision, you can depend on that individual having access to the most up-to-date status and information and being ready to offer what you require.

TIP 4: Focus on cybersecurity. 

Most project managers, I believe, can agree that risk management, avoidance, tracking, and mitigation receive insufficient attention. Cybersecurity has evolved into a critical issue that must be addressed on a continuing basis. Cybercrime costs the economy about $600 billion each year, thus each project involving sensitive data need a cybersecurity component, which means the CSO (Chief Security Officer) or one of his staff must be at least a peripheral part of any IT project. That also implies you'll need a CSO or someone who's been trained to fill that function. The presence of that crucial team member will be much appreciated by your project's customer. It's a win-win situation.

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5 Key activities toward an effective danger relief methodology!

As perceived in the Scrum Master Certification - how about we check out what we accept are five basic strides to an effective danger alleviation approach and a cheerful future after such occasions.

1.                 Aggregate.

This isn't quite so basic as it sounds, and it is the wellspring of grinding and self-image conflicts in the task group, just as in some other work setting. You bring a different arrangement of obligations, experience levels, information, inner selves, and at times even devotions to each project contribution. The venture supervisor should shape this gathering into a similar, objective situated group in view of one point: project achievement. Does it have all the earmarks of being straightforward? No, it isn't. Nonetheless, an accomplished task administrator can surely deal with it by building up limits from the get-go in the commitment, while every other person responsible for ventures might need to "counterfeit it till they make it." The experience needs to start some place.

2.                 Facilitate.

At the point when struggle emerges inside the task group, it is the venture director's commitment to unite the gatherings at chances with the PM or with one another and orchestrate an exchange that prompts a speedy settlement. Investing an excessive amount of energy in useless conflicts can defer a task or its spending plan, subvert project client trust and satisfaction assuming they become mindful of the circumstance, and disintegrate the venture's general framework. Thus, the venture's prosperity is risked. The project manager genuinely must react and act rapidly to guarantee productive positive momentum.

3.                 Collaborate.

As perceived in the Scrum Master Certification- successful, ideal, and ceaseless correspondence is perhaps the most effective way to guarantee group union and keep away from pointless clash. What's more what's the most effective way to spread the news about it? Through an awesome course for cooperation. To keep up with group cohesiveness and task achievement, pick a stage that permits you to impart data and deft sheets to your group partners, remember the group for quick undertaking announcements, and manage the general trustworthiness of the venture portfolio guides.

4.                 Generate.

What can help a group go ahead, together and on a similar track, with the equivalent and right objectives set up, when they are stuck and not working admirably together? As I would see it, creation. Because of an absence of action, they might have become stale. We've all accomplished those dead periods on projects where the tech staff is anxious and prepared to create, however the authoritative side of the venture – i.e., the undertaking director – is keeping them down on the grounds that the following assignments on the task plan aren't accessible. Thus, as the venture supervisor, do all that you can to keep them creating code, expectations, and administrative work — whatever is needed at that point.

5.                 Instigate.

Make forceful strides as the task director to resolve colleague clashes and get the venture in the groove again, or to keep away from struggle totally. Anyway, what does that look like? "It depends," is most likely the best reaction I can give. In the wake of settling difficulties and getting the group rolling forward, the task supervisor should make a move - don't anticipate that this should occur or fix itself. It's probably not going to occur.

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4 Major Underlying Potential Failure Points For Projects

1.     Communication. 

As understood while preparing for the PMP and Scrum Master Certification- the project manager's primary responsibility is communication. 

Any project that isn't properly planned and executed in terms of communication is certain to fail. The project manager should be the focal point for all project communication, and it's great if you have a strategy in place – even if it's not a formal one. At the very least, you should have something that gives all key stakeholders contact information (email, phone, Skype, etc. ), identifies when and where all key ongoing regular project meetings will take place (and who should attend), how project status reporting will take place, and how adhoc project communication should take place. It's all about creating goals and sticking to them - which is essentially the notion underlying excellent project management.

2.     Resource availability. 

The availability of resources is always crucial. This applies to both sides of the project, but I'll focus on the delivery organization/project team for this item because I'll be discussing the client next. The availability of resources is critical to a project's long-term success. Imagine working nonstop on your project and discovering unexpectedly – and without notice – that your tech lead will be unavailable for the next month.It happened to me. Her boss knew...she felt I knew, despite the fact that we had made no plans to share project knowledge, which should have been a red signal for her to shout from the rooftops. As understood while preparing for the PMP and Scrum Master Certification- the trick is to remain on top of it by evaluating and re-forecasting your resource utilisation on a regular basis (at least weekly) and ensuring that all key stakeholders have access to this information. Don't allow what happened to me happen to you.

3.     Customer engagement. 

The availability of customers is equally as vital as the availability of project team members. You'll need the customer to be available on a regular basis for information, queries, and decision-making on needs and business processes. The absence of a customer can result in important tasks being moved forward based on incorrect assumptions or requirements that are misinterpreted. Maintain client engagement by establishing clear expectations from the beginning and keeping them informed through frequent status meetings and work assignments.

4.     Decision making failure points.          

Decisions must frequently be made on the moment with incomplete information or feedback from critical stakeholders. You attempt to avoid these circumstances as much as possible, yet they still happen. I hesitate to label them terrible judgments because even excellent decisions can lead to project failure when they appear to be good based on what we knew at the time and the individuals and information we had at our disposal. It's possible that we won't have access to the appropriate information until after we've made the decision...and made the mistake...and discovered that...oh, that was a horrible decision. That is why client involvement, availability of key stakeholders, and team resource availability are all critical. These people are frequently crucial to excellent decision-making.

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5 Frequent Mistakes in Project Estimation

I understood this while preparing for the Project Management Institute certification. When it comes to producing good estimates, I've found that there are a few key flaws or traps we can fall into. Although being aware of these ahead of time can assist the PM and team in avoiding them, it does not guarantee that you will produce an accurate estimate. I've compiled a list of the top five that I believe are the most prevalent.

1.      Weak requirements. 

All future work on the project is built on the foundation of good, full requirements. It's difficult – if not impossible – to produce an end product that the client will accept without good criteria. It's also practically hard to predict the amount of work that will be done on the project precisely. You can put up a fantastic estimate based on the needs you have, but if those requirements are inadequate or missing, your estimate is useless.

2.      Too much optimism. 

If you continually base your estimates on the best-case scenario, you'll be startled when you discover your project is consistently over budget. Risks and challenges arise; certain jobs take longer than anticipated, and customer issues can often hold things down. If you continually expect for things to go perfectly, you'll be irritated by estimation failures time and time again.

3.      Padding for the just-in-case scenario. 

Similarly, over-planning for the "what ifs" can be detrimental. Overly conservative estimates give the impression to the consumer that the vendor is greedy, which will not gain you or your team any praise or confidence. The easiest method to develop excellent estimates is to make real estimates based on what you know right now and what you believe is likely to happen (with a certain degree of confidence). Make a list of any assumptions you have about what may or may not happen. As learned while preparing for the Project Management Institute certification - don't over-plan for things that may or may not happen. It's a horrible strategy.

4.      Not considering risks.

When it comes to estimating efforts, it's a terrible idea to ignore those hazards that you meticulously recognised early in the project. Some will happen, but not all. And, when estimating project work, it's advisable to assume that at least some of these may produce problems for your project - especially the ones you thought had a high chance of happening. Make your estimations as realistic as possible - it doesn't benefit anyone if you and your team are too optimistic...or pessimistic...with your estimates. Make an effort to strike the appropriate balance.

5.      Rushing it.

Look out if someone approaches you and says, "Give me a ballpark figure by the end of the day" with the caveat, "Don't worry, I won't hold you to it." Almost usually, this means danger. Estimates should never be rushed. It's one thing to give an estimate for something you've done a hundred times. However, if you need some time to think about it, don't let them pressure you. Because you will almost certainly be held to it. Take care.

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How To Deal With A Project's Unexpected Loss Of A Critical Resource?

How do you deal with such a significant shift in the middle of a project? As understood while preparing for the PMP Certification - there are a number of factors to think about:

·         What effect will it have on the team's chemistry?

·         What impact will it have on your project customer's level of comfort?

·         What will happen to the tasks that are currently being worked on by the resource?

·         Will this have an impact on the project's budget?

·         Is there enough time to find the proper replacement skill set in order to make a smooth transition?

These are all legitimate concerns, and none should be dismissed lightly. However, you have reached a point where you have no option – no form of bargaining – except to maintain the resource, and you must align all activities with moving forward and fast replacing the outgoing resource with the proper skill set.

When this occurs, it's best to follow three key steps as you learned while preparing for the PMP Certification- to ensure a smooth transition for all parties involved –

1.     Inform the project customer. 

The first step is to notify the project client that a change is coming. We're presuming that this is a high-profile member of the team, therefore there's no easy way to do this without having a significant impact on the consumer. Take it to the consumer and explain the problem, as well as the efforts you're taking to find a suitable substitute. It all comes down to the customer's degree of comfort and confidence.

2.     Work with your senior management. 

If you work in a matrix organisation, someone is in charge of converting resource requests into actual resources. Because you're not dealing with a new project – you're dealing with a customer who has an existing relationship with a key resource that you're about to lose, and you're in grave danger of losing a lot of customer confidence if the transition is handled poorly, you'll need to work closely with that person to find the right resource. Assist this resource manager in locating the appropriate resource as soon as feasible.

3.     Begin the transition. 

It's sometimes just as crucial how you onboard the resource as it is the item itself. It's preferable if you can ease into the transfer by having the new resource shadow the outgoing resource for a couple of weeks. This is frequently the most effective strategy to maintain high levels of client satisfaction. If this is not possible, the project manager and the rest of the team will be responsible for successfully taking over duties and transitioning the new resource into the project. The key is to be transparent and honest with the client about how the transfer will take place and who will be accountable for the exiting resource's duties throughout the transition, regardless of how it's done. Over-inform rather than under-inform the buyer at this stage.

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How to Take Over an Existing Project Successfully?

As a PMP Certification holder - here's what I usually attempt to accomplish and what I propose if you want to take over an established project effectively.

·         Meet with the original account manager. 

This may or may not be helpful, depending on how far along you are in the project. The account manager who completed the transaction, on the other hand, always has some useful information on assumptions made, client needs identified, and estimates obtained and how they were derived. All of this may be beneficial, but if the project is just two-thirds complete, it is unlikely. It's your decision, and a phone call is definitely worthwhile, but don't waste too much time on this stage.

·         Meet with the PMO director or the executive manager who gave you this task.

Meet with the person who assigned you to the project one-on-one. Get as much high-level (and, if possible, detailed) knowledge transfer as possible. What caused this to happen? What is the customer's current level of satisfaction? What are the issues that remain unresolved? Include the exiting PM in this conversation if they are accessible, and obtain as much information from them as possible.

·         Peruse current, available project documentation. 

Next, gather as much current project documentation as possible. The most recent 2-3 status reports will be extremely useful, as will a thorough examination of the amended project timeline. As learned while preparing for the PMP Certification- examine the resource prediction and budget analysis data in great depth as well. If the exiting manager was inept at handling either of these, you'll have to start from zero and, more than likely, compile some historical budget data for the project so you know where it stands. This is really important information.

·         Conduct an internal team meeting. 

Meet with the internal project team to discuss the project as a whole, all outstanding issues, what the customer pain points appear to be, what caused whatever is happening on the project to happen (necessitating the PM replacement action), and what the next hot tasks are after you've gotten somewhat up to speed. To recover as much consumer confidence and happiness as possible at this moment, it's vital that you look to be in charge as much as possible before standing in front of the client.

·         Introduce yourself to the project customer and move forward. 

Finally, throw yourself in with both feet. Introduce yourself to the project client in a one-on-one call or at the next project status meeting. Hand them an updated status report and project schedule for the current week, as well as your résumé and project experience description on similar projects. The goal is to take command – and you might have to "fake it till you make it" at this point because you're still attempting to catch up, depending on how rapidly you've been asked to board.

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5 Ways To Become A Value Added Project Manager

As understood while preparing for a Project Management Certification - for the project team, the project customer/sponsor, and senior management, there are five essential ways that the project manager may demonstrate definite value to the project.

1.     Stay out of the way. 

This one is easy to understand. Stay out of the way means doing just what is necessary to keep the project going ahead successfully. This should not be done on a regular basis. However, there are certain clients – and I've met a number of them – who don't think a high-priced project manager directing the engagement adds much value. When you have one of these customers, you must do everything you can to demonstrate value while keeping the project costs as low as feasible. When you can send simply one developer on site, don't travel. Every week, keep track of how many hours you charge to the project. Avoid having too many meetings. Keeping costs low is a must...period.

2.     Add technical oversight and effort where needed. 

If you're the project manager and have some technical abilities, utilise them to fill in the gaps wherever feasible. I was onsite with my team at a big airline customer for a software install, and because our team was tiny and our time was limited, I found myself executing data loads in between meetings. We were able to reach our deployment date thanks to it.

3.     Gain visibility for the project. 

Assume the role of your project's ambassador. Do you want to make the consumer feel more valuable? Encourage high management to participate in your project. As learned while preparing for a Project Management Institute certification - a future project status meeting attended by the CEO or another high-ranking member of your organisation will demonstrate to the client that the project is essential to your firm and that they are an important customer who is being taken seriously. If you've lately had any troubles that have resulted in consumer dissatisfaction, this can help you resolve the matter.

4.     Provide detailed budget management. 

Close budget management should be obvious, yet far too many project managers fail to do so. It's your client's money, and if you make it a priority to closely watch, reforecast, and report on it during the project, you'll ensure that your project doesn't slip too far off course financially without anybody knowing. If your client is included in the reporting process, they will see the value in that supervision and will feel much more comfortable with the project and how their money is being spent on project resources.

5.     Track risks carefully. 

This is another logical topic that is frequently neglected. Some hazards are typically discovered ahead of time and then put aside as if the procedure is complete. Instead of taking that risky option, include a risk management component in the weekly project status report. The possibility of anything unexpected bringing the project to a halt is substantially reduced if risks are continually in front of the team and the client, and even better – actually allocated to team members to keep watch of.

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Consistent delivery leads to successful projects

As understood while preparing for the Project Management Institute certification -clients want to know exactly what they're paying for. They might be a repeat customer or a new customer who heard about you or your firm through a co-worker. If they've had solid, consistent project delivery in the past, that's probably why they're reaching out to you again. And if their colleague had a positive experience with you during their own engagement, that's still another reason they want to spend their hard-earned project dollars on you, your project team, and your firm. And it takes a lot of confidence and money for some firms to invest in an expensive software or hardware implementation project.

Ensuring consistent delivery

How can we ensure that delivery is constant from one client to the next, or from one deployment to the next for the same customer? How do we ensure that they receive the same level of service every time? How can we reassure them that if we did a good job the prior time, we can do it again this time? How can we promote ourselves in a way that says, "Every time we take on a new project, we're pros who know what we're doing"?

As understood while preparing for the Project Management Institute certification -, we should be performing these five things for every client on every project as a foundation for continuous outstanding service to our consumers.

1.      Best practises should be followed. Regular measures that help your project function effectively during an engagement should not be overlooked. Weekly status meetings, weekly status reports, regular internal team meetings, and frequent budget forecasting and analysis are all core behaviours and activities that will keep your project and team on track for the long term. Make sure you're submitting amended project timelines on a frequent basis. Demonstrate that you know how to manage a project effectively.

2.      Apply what you've learnt. We'll hit snags along the way, but if we learn from them, we'll be less likely to make the same mistakes again, and we'll have a higher chance of a successful delivery next time.

3.      Allow enough time for appropriate planning. Don't forget to plan beforehand. If you do, expect a lot of reworks. And it frequently results in budget overruns, missed deadlines, and irritated consumers.

4.      Make the planning documents for the project. Don't skip those planning papers that will serve as roadmaps for strong project leadership throughout the remainder of the engagement as part of the planning phase. Risk Management Plans, Communication Plans, and Test Plans, for example, may be extremely useful as reference tools later in the project, and they convey a strong message to your project client that you are meticulous and consistent in your project planning and delivery.

5.      Tests should be well-planned. Testing is crucial to the project's success — I can't emphasise this point enough. Prepare your team properly for it, and even better, your client, because it's a critical responsibility for them as you approach deployment. Make sure your project timeline includes the necessary exam preparation work. Your customer will receive a bundle that their end user can actually use if you choose a well-tested solution.

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4 Ways to Give Your Project Customer All You’ve Got!

As a PMP and Scrum Master Certification holder - I've discovered the top four strategies to speed up a project in a crisis and boost customer satisfaction.

1. Save them money

Every consumer enjoys keeping a portion of their funds. Large-scale projects are sometimes priced at exorbitant prices. So, seek for methods to keep well inside budget or perhaps bill the project for less hours. Texas Health and Human Services hired me to lead a huge tech project to adopt a new software solution, and they decided they didn't like project management fees. They thought the $150/hour fee imposed by the professional services firm where I worked was excessive. It wasn't required - it was – but they were the client, and they were concerned about the money. As a result, I managed from afar and avoided a few of onsite visits, saving them thousands of dollars in the long run. They changed from frightened to comfortable and satisfied all of a sudden because they realised, they liked me. The project was completed effectively, and we were awarded further work from that government agency. It was a win-win situation.

2. Communicate… well and often

Not communicating project progress and challenges quickly or adequately enough is the quickest way to cause client worry. Nothing drives a project client off faster than the sensation of being kept in the dark. As learned while preparing for the PMP and Scrum Master Certification- the project manager's most crucial duty is effective and efficient communication. As learned while preparing for the If you can't communicate effectively with your project customer, project team members, and all other stakeholders, you're in the wrong profession.

3. Promote their business whenever possible

If you can manage the customer's project while also assisting them in promoting their business in some way, you're providing value to the project-client connection, which will always benefit you in terms of customer satisfaction and retention. It might be that you're displaying the project client's details on your website or blog. Perhaps it's a project-related news release. Anything you can do to increase good perceptions of the customer is a gain.

4. Be as transparent as possible

Be as transparent and honest as possible at all times. That doesn't mean you have to tell them everything that's bothering you in the first five minutes. Examine any problems that develop. Discuss with the project team and, if possible, come up with one or more viable alternatives to submit to the project customer. Obviously, I'm not talking about a long period of time. The worst-case scenario is if your customer learns of an issue from someone other than you, the project manager. If that happens, you can find yourself on the phone with your customer, sitting across from your CEO, trying to figure out what's going on. I've been there and done that. It's also not enjoyable. At the very least, come up with a proactive plan to analyse or try something promptly, and schedule a meeting or call with your customer as soon as possible.

Want to learn more about the same? Enrol in Project Management Institute certification training program today!

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Some of the most effective Project Network Diagram techniques

As learned in PMP Certification- project management is skilled at making the complex seem easy, or at least controllable. Of course, there are a variety of techniques to attaining that goal, many of which are used throughout the life cycle of a project. 

A project network diagram is a visual representation of the process of a project. A network diagram is a graphic containing boxes showing tasks and responsibilities, as well as arrows indicating the work's timetable and order of completion. As a result, the project network diagram shows how each phase of the project's life cycle is going toward completion.

Project Network Diagram Best Practices 

Knowing what works can help you take advantage of project network diagrams' benefits while avoiding their limitations. A network diagram, for example, is a visual language that, like any other form of communication, requires the usage of widely known symbols. 

In project management, how do you draw a network diagram? 

As learned in PMP Certification- define the chronological order in which activities must be done, as well as the start and finish points of the network design. When drawing your diagram, use arrows that go from left to right. Because this is how people in the West read, the graphic should intuitively follow this pattern.

You'll want to keep the diagram as straightforward as possible. Don't overcrowd the page with arrows that cross each other, for example. In fact, any arrows used for directional purposes should be straight. The length of an arrow, on the other hand, should not be utilised to calculate the amount of time it represents. 

• Draw a rough sketch of your diagram. 

Begin by sketching out your project network diagram on a very basic level. After that, you can delete and rearrange elements until you get the most efficient network diagram possible. 

After you've finalised your final design, think about type. To bring emphasis to key portions of the diagram and make it simpler to read, different fonts might be utilised. A legend or key in the corner can also help the reader understand the content.

• Identify the Project Network Diagram's Activities 

Another tip is to organise your tasks before beginning to write. You don't want to get started on your diagram only to realise you've forgotten to include some key tasks. When tasks can't start or stop until another activity has started or stopped, they're called task dependencies. These should also be identified, and the project should be divided into phases. You can then start drawing your project's network diagram.

Need more insights on the same? Enrol in a Project Management Institute training program today!

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Project Management: Basics of Monitoring & Controlling

Projects begin and terminate by definition, as I learnt when studying for the PMP certification. For many of us, it's about putting the principles and best practises we've learned as project stakeholders into practise. On projects, each of us takes a distinct approach. Some may open the door, while others may close it; perhaps planning is your strong suit, or execution is where the action takes place.

The project environment is a thrilling place to be, especially if your firm acknowledges and promotes project management's worth. Monitoring and controls are where I've gained the most important project experience for me. My role as a Project Controller (PC) for the Landsat Data Continuity Contract (LDCC) for Science Application International Corporation (SAIC) is to administer earned value, monitor and control project scope, schedule, and budget, and integrate change control in accordance with the project management plan and contract. The Landsat Data Continuity Mission (USGS) is a development project that is part of the USGS Landsat Data Continuity Mission (LDCM).

The monitoring and controls process group is an encompassing process that lasts for the whole project, as seen in the line chart to the right, as I learnt when studying for PMP Certification. We must capture scope, derive requirements, develop a schedule, derive cost components, understand team dynamics, consider reporting requirements, inventory resources, be ever vigilant for potential risks, and most importantly, account for contract deliverables before monitoring or controlling anything on a project. The monitoring and controls process group is then wrapped around the other process groups, as seen below.

During the creation of our Resource Loaded Network (RLN) and Performance Measurement Baseline (PMB), I gained some of the most valuable experience. The RLN assisted us in identifying our key route and the risk associated with external dependencies.

The RLN is one of the PMB's components. A scope (technical) baseline, a schedule (RLN) baseline, and a cost (budget) baseline make up a PMB. To analyse project performance and create projections, an Earned Value Management System (EVMS) is employed as a monitoring and management tool. EVMS is a separate topic that might be discussed further.

The monitoring and controls process group is responsible for all parts of the project. The major purpose of a project is to produce high-quality outcomes, which we owe to our clients. It is my responsibility to serve and help project stakeholders by regularly assessing project performance in order to assure success and create accurate projections. A good monitoring and control system should be aware of previous performance, but the focus should be on the future. My key aim is to ensure that the project is properly monitored and controlled so that the entire team benefits.

Want to learn more about the same? Take on a professional certification course authorized by the Project Management Institute.

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Best practices to follow while delivering project value

All projects must give value to their stakeholders, especially their key stakeholders, as I learnt when studying for the PMP Certification.

Why would we do the project in the first place if we didn't have to? Value might be quantifiable at times, but it can also be qualitative at other times.

I've read various definitions of value, but for me, it's a ratio of the advantages created by an action to the entire cost. Benefits and costs clearly involve monetary indicators, but they also include everything else that affects stakeholders. Morale, risk, sustainability, general well-being, and so on are all factors to consider.

Value from what perspective?

It's also a formula that differs for each stakeholder. This is one of the reasons why it's critical to identify the main stakeholder(s) up front and understand their objectives. Something that adds value to one stakeholder could detract from the value of another. It's impossible to please everyone all of the time. It's a balancing act, and when there are opposing interests, the major stakeholders take precedence. In the end, you must give value to that key stakeholder or group of important stakeholders.

Delivering to what requirements?

In some circles, as I found while studying for the PMP Certification, meeting the requirements and completing the project on time and on budget are the only factors that determine success. You're fine if you delivered on what you promised (in a contract or otherwise).

I don't agree.

Poor requirements elicitation and/or failure to involve important stakeholders early in the project can easily result in a product that is delivered to specifications and on time/budget, but is not valuable to the key stakeholders. It is the project manager's fault when this occurs.

Systems in delivering value

I've worked with individuals who didn't consider themselves project managers, had no formal approach, yet nevertheless provided results. Perhaps they could have done a better job if they had used some sort of guiding theory to approach the project. I can tell you that the number of people who can successfully complete projects without using a system is small. The more complexity you add, the more difficult it is to deliver value.

I'm sure (hope) this will spark a lot of debate, so please share your thoughts on this project management trait in the comments!

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3 Best practices to deal with toxic relations at work!

Leaving even one toxic factor uncontrolled can have serious effects, as I realised when studying for Project Management Institute certifications. Employees are frequently left to deal with their difficulties on their own. Here are some suggestions for improving your working relationships with 'toxic' co-workers.

1.     Direct Approach

Doing it head-on is one of the most efficient methods to solve any problem you have with your co-workers. If you have a problem, talk about it.

In the best-case scenario, you'll reach an agreement and things will get better. Worst case scenario: you go on to other possibilities now that you know you won't be able to reason with this person.

However, before ranting at someone, make sure you observe a few ground rules. Make an effort to:

·         Be honest;

·         Be sincere;

·         Be reasonable;

·         Be understanding.

Another thing you must do at all times is maintain a positive attitude. No one benefits from losing your voice in a yelling contest. You may dislike the individual in question. They could be the most obnoxious person on the planet.

At this time, your patience may be wearing thin. Forget about it. It's not your objective to make somebody feel awful; it's to solve the problem. You're much more likely to succeed if you carry on the conversation in good faith.

2.     Taking It Up

When all other attempts to solve the situation on an equal basis have failed, you can consider bringing in a third party. It may appear that approaching your supervisor or HR with your concerns is a drastic step.

But there's no need to be concerned. If your complaints are real and your co-worker’s behaviours keep you down, there's nothing wrong with asking for aid from higher up the hierarchy ladder, as I learnt while studying for Project Management Institute certifications.

All you have to do now is present your message in a clear and focused manner, free of drama, backstabbing, personal attacks, or whining. Tell the truth about what upsets you and why it troubles you. Make a suggestion for resolving the issue.

This kind of responsible attitude will protect your superiors' reputation while also assisting them in better understanding and resolving the problem.

3.     Coping

Fighting fire with fire is the most popular response to poison that you should never use. Never start acting in a way that you consider improper when someone else does. Do not engage in gossip, backstabbing, snide remarks, or insults.

Use your frustration to propel you to greater accomplishments. Examine the situation and come up with better options. Maintain your composure and calm.

Accepting the circumstance as something that happens from time to time at work can help you get by for a while.

Need more tips on the same? Enrol in a professional certification training program such as PMP, PgMP, Scrum Master Certification training programs.

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