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This glossary is a unique collection of popular project management terms sourced from the fifth, sixth and seventh editions of the APM Body of Knowledge and other APM publications.

With hundreds of project management terms, this glossary is the perfect companion for project professionals in their day-to-day work, for students studying for our APM Project Fundamentals Qualification and APM Project Management Qualification and for training providers looking to create study materials.

Key benefits:

☑ Quick and easy to reference
☑ Simple set of definitions
☑ Useful reference tool and a study aid

APM glossary of project management terms

A family of development methodologies where requirements and solutions are developed iteratively and incrementally throughout the life cycle.

Backward pass A technique used to calculate the latest start and finish dates for each activity, based on the activity durations and their logic.

Balance A phase in the portfolio life cycle where the component projects and programmes are balanced in terms of risk, resource usage, cash flow and impact across the business.

Balanced matrix An organisational matrix where functions and projects have the same priority.

Base date A reference date used as a basis for the start of a project calendar.

Baseline The reference levels against which a project, programme or portfolio is monitored and controlled.

Baseline cost(s) The amount of money a project or activity was intended to cost when the project plan was baselined.

Baseline date(s) The original planned start and finish dates for a project or an activity when the schedule was baselined.

Baseline plan The fixed project plan. It is the standard by which performance against the project plan is measured.

Baseline schedule The fixed project schedule. It is the standard by which project schedule performance is measured.

Benchmarking A review of what other organisations are doing in the same area. For those organisations who appear to be particularly successful in what they do and how they do it and are taken to be examples to be emulated, i.e. used as benchmarks.

Benefit A positive and measurable impact of change.

Benefits framework An outline of the expected benefits of the project (or programme), the business operations affected and current and target performance measures. The totality of plans and arrangements to enable the organisation to realise the defined benefits from a project or programme of projects.

Benefits management The identification, definition, planning, tracking and realisation of benefits.

Benefits management plan A plan that specifies who is responsible for achieving the benefits set out in the benefits profiles and how achievement of the benefits is to be measured, managed and monitored.

Benefits profile A representation of when the benefits are planned to be realised.

Benefits realisation The practice of ensuring that benefits are derived from outputs and outcomes.

Benefits realisation review A review undertaken after a period of operations of the project deliverables. It is intended to establish that project benefits have been or are being realised.

Bid A tender, quotation or any offer to enter into a contract.

Bid analysis An analysis of bids or tenders.

Bid list A list of contractors or suppliers invited to submit bids for goods or services.

Bidding The process of preparing and submitting a bid or tender.

Blueprint A document defining and describing what a programme is designed to achieve in terms of the business and operational vision.

Board A body that provides sponsorship to a project, programme or portfolio. The board will represent financial, provider and user interests.

An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions, such as law and medicine, the body of knowledge rests with the practitioners and academics that apply and advance it.

Bottleneck A process constraint that determines the capacity or capability of a system and restricts the rate, volume or flow of a process.

Bottom-up estimating An estimating technique that uses detailed specifications to estimate time and cost for each product or activity. Also known as analytical estimating.

Breaches of contract A legal concept in which a binding agreement (contract) is not honoured by one of the parties to the contract, by non-performance or interference with the other party's performance.

Breakdown structure A hierarchical structure by which project elements are decomposed. Examples include: cost breakdown structure (CBS), organisational breakdown structure (OBS), product breakdown structure (PBS) and work breakdown structure (WBS).

Brief The output of the concept phase of a project or programme.

Budget The agreed cost of the project or a quantification of resources needed to achieve an activity by a set time, within which the activity owners are required to work.

Budget at completion (BAC) The sum total of the time-phased budgets.

Budget cost The cost anticipated at the start of a project.

Budget element Budget elements are the same as resources, the people, materials or other entities needed to do the work. They are typically assigned to a work package but can also be defined at the cost account level.

Budget estimate An approximate estimate prepared in the early stages of a project to establish financial viability or to secure resources.

Budgeted cost of work performed (BCWP) A term used in earned value management. The planned cost of work completed to date. BCWP is also the 'earned value' of work completed to date. See Earned value.

Budgeted cost of work scheduled (BCWS) A term used in earned value management. The planned cost of work that should have been achieved according to the project baseline dates. See Planned cost.

Budgeting Time-phased financial requirements.

Budgeting and cost control The estimation of costs, the setting of an agreed budget and management of actual and forecast costs against that budget.

Budgeting and cost management The estimating of costs, the setting of an agreed budget and the management of actual and forecast costs against that budget.

Buffer A term used in critical chain for the centralised management of schedule contingencies.

Build (stage) A stage within the implementation phase where the project deliverables are built or constructed.

Build, own, operate, transfer (BOOT) A situation whereby a private operator builds, owns, operates and then transfers a facility to another party after a specific period.

Business-as-usual An organisation's normal day-to-day operations. Also referred to as steady state.

Business case Provides justification for undertaking a project, programme or portfolio. It evaluates the benefit, cost and risk of alternative options and provides a rationale for the preferred solution.

Business change manager The role responsible for benefits management from identification through to realisation.

Business information modelling (BIM) Involves the generation and management of digital representations of physical and functional characteristics of buildings and places. Building information models are digital files (often but not always in proprietary formats and containing proprietary data), which can be extracted, exchanged or networked to support decision making regarding a building or other built asset.
Related to configuration management.

Business objectives The overall objectives of the business as opposed to the project.

Business readiness A continuous concern and activity through the life of a project or programme that seeks to understand attitudes to change and any barriers so that people are ready to accept outputs and adopt new ways of working to realise benefit.

Business risk assessment The assessment of risk to business objectives rather than risk to achieving project, programme or portfolio objectives.

Gantt chart A graphical representation of activity against time.

Gate The point between phases, gates and/or tranches where a go/no go decision can be made about the remainder of the work.

Gate review A formal point in a project where its expected worth, progress, cost and execution plan are reviewed and a decision is made whether to continue with the next phase or stage of the project.

Go/No go A form of control where a decision is made whether or not to continue with the work.

Goal A one-sentence definition of specifically what will be accomplished, incorporating an event signifying completion.

Governance The framework of authority and accountability that defines and controls the outputs, outcomes and benefits from projects, programmes and portfolios. The mechanism whereby the investing organisation exerts financial and technical control over the deployment of the work and the realisation of value.

Governance board A body that provides sponsorship to a project, programme or portfolio. The board will represent financial, provider and user interests. Members of a governance board oversee deployment and make decisions through the chosen life cycle. Alternatively called steering committee, steering group, project board, programme board, etc.

Guarantees Legally enforceable assurance of performance of a contract by a supplier or contractor.

Joint venture (JV) A joint ownership of a firm by two or more persons or other firms, or a partnership between two or more companies mutually engaged in a particular venture such as a major project.

Just in time (JIT) A philosophy in which goods, services or actions are provided on demand as needed and without waiting, queuing or storage.

Key events Major events, the achievement of which is deemed to be critical to the execution of the project.

Key events schedule See Master schedule.

Key milestone A milestone, the achievement of which is considered to be critical to the success of the project.

Key performance indicators (KPI) Measures of success that can be used throughout the project to ensure that it is progressing towards a successful conclusion.

Knowledge management The holistic, cross-functional discipline and set of practices concerned with the way organisations create and use knowledge to improve outcomes.

The process used to determine the overall project duration. This includes identification of activities and their logical dependencies, and estimating activity durations, taking into account requirements and availability of resources.

The systematic identification, analysis, planning and implementation of actions designed to influence stakeholders.

Uncertain event See Risk event.

Uncertainty A state of incomplete knowledge about a proposition. Usually associated with risks, both threats and opportunities.

User acceptance test A formal test or series of tests to demonstrate the acceptability of a product to the user.

User requirements The requirements governing the project's deliverables or products as expressed by the user. What the user needs expressed in user terminology.

User requirements statement A document that defines the user's needs in user terminology from the user's perspective.

User story An informal, simple language description of one or more features of a system or tool. User stories are often written from the perspective of an end user or user of a system.

Users The group of people who are intended to work with deliverables to enable beneficial change to be realised.

Zero defects A measure of the quality of a deliverable where the deliverable is defect-free.

Zero float A condition where there is no excess time between activities. An activity with zero float is considered a critical activity.

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Project management Glossary | Terms used by project professional

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The glossary provides over 800 project management definitions

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Stakeholder identification Methods | IPM

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K4: The MoSCow Method - Project Priorities 

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K4: The MoSCow Method - Project Priorities 

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You probably use some form of prioritized To-Do List to manage your daily tasks. But what happens when you're heading up a project that has various stakeholders, each of whom has a different opinion about the importance of different requirements? How do you identify the priority of each task, and communicate that to team members, stakeholders and customers alike?

This is when it's useful to apply a prioritizing tool such as the MoSCoW method. This simple project-management approach helps you, your team, and your stakeholders agree which tasks are critical to a project's success. It also highlights those tasks that can be abandoned if deadlines or resources are threatened.

In this article, we'll examine how you can use the MoSCoW method to prioritize project tasks more efficiently, and ensure that everyone expects the same things.

What Is the MoSCoW Method?

The MoSCoW method was developed by Dai Clegg of Oracle® UK Consulting in the mid-1990s. It's a useful approach for sorting project tasks into critical and non-critical categories.

MoSCoW stands for:

Must - "Must" requirements are essential to the project's success, and are non-negotiable. If these tasks are missing or incomplete, the project is deemed a failure.

Should - "Should" items are critical, high-priority tasks that you should complete whenever possible. These are highly important, but can be delivered in a second phase of the project if absolutely necessary.

Could - "Could" jobs are highly desirable but you can leave them out if there are time or resource constraints.

Would (or "Won't") - These tasks are desirable (for example, "Would like to have...") but aren't included in this project. You can also use this category for the least critical activities.

The "o"s in MoSCoW are just there to make the acronym pronounceable.
Uses
Using the MoSCoW Method

Follow the steps below to get the most from the MoSCoW method. (This describes using MoSCoW in a conventional "waterfall" project, however the approach is similar with agile projects.)

Step 1: Organize Your Project

It's important that you and your team fully understand your objectives before starting the project.

Write a business case to define your project's goals, its scope and timeline, and exactly what you will deliver. You can also draw up a project charter to plan how you'll approach it.

Step 2: Write out Your Task List

Step 3: Prioritize Your Task List

Next, work with your stakeholders to prioritize these tasks into the four MoSCoW categories: Must, Should, Could, and Would (or Won't). These conversations can often be "difficult," so brush up on your conflict resolution, group decision making and negotiating skills beforehand!

Step 4: Challenge the MoSCoW List

Once you've assigned tasks to the MoSCoW categories, critically challenge each classification.

Be particularly vigilant about which items make it to the Must list. Remember, it is reserved solely for tasks that would result in the project failing if they're not done.

Aim to keep the Must list below 60 percent of the team's available time and effort. The fewer items you have, the higher your chance of success.

Step 5: Communicate Deliverables

Your last step is to share the prioritized list with team members, key stakeholders and customers.

It's important that you communicate the reasons for each categorization, particularly with Must items. Encourage people to discuss any concerns until people fully understand the reasoning.
Example
Zhen is a project manager for a large IT organization. She's working with a team of designers, marketers and developers to redesign a large corporate client's website.

At the initial meeting, each group has strong opinions about which tasks are most important to the project's success, and no one wants to give up their "high priority" objective.

For example, the marketing team is adamant that the new website should gather visitors' personal information, for use in future marketing campaigns.

Meanwhile, the designers are arguing that, while this is important, the site may be more successful if it had a professionally produced streaming video. They also want a feed streaming onto the website's home page from the client's social networking accounts.

The developers counter that the current prototype design won't translate well onto mobile devices, so the top priority is retrofitting the site so people can view it on these.

Zhen can see that, while each priority is important, they're not all critical to the project's success. She decides to use the MoSCoW method to help the group reach consensus on which task is truly "mission critical."

She starts with a key question: "If I came to you the night before rollout and the following task was not done, would you cancel the project?" This question helped everyone in the group drill down to the project's most important priority.

The group finally agreed on the following priorities:

Must - The retrofit website must be easily viewable on mobile devices.

Should - There should be a social networking stream included.

Could - There could be a streaming video on the site to help users.

Would - Personal information would be gathered for future marketing efforts, but not on this occasion.

The MoSCoW method helped everyone agree on what was truly important for the project's final success.

Apply This to Your Life

Try using the MoSCoW method to prioritize your daily tasks. Look at what you completed at the end of the day. Did prioritizing enable you to get more done?

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The MoSCoW Method - Understanding Project Priorities

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This simple prioritization approach can help your team and key stakeholders reach consensus on which tasks are most important to the success of a project.

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Access the APM website to learn all about project management 

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Access the APM website to learn all about project management 

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What is project management? When do you use project management? Why do we use project management? The core concept and the definition of project management.

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The Project Lifecycle: A Basic 4-stage Lifecycle model

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The Project Sponsor & Why They Are Important To Your Project

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Project requirements are the foundation of any successful project, yet gathering and managing them can be a complex and challenging process.

In this comprehensive guide, we'll explore best practices, techniques, and tools for project requirements gathering.

From capturing and prioritizing requirements to managing changes and ensuring stakeholder alignment, we'll cover everything you need to know to succeed in your next project.

Whether you're a project manager, business analyst, or team member, this guide is your go-to resource for mastering requirements gathering and achieving project success.

​

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Project Scope and Project Requirements

To understand the importance of project requirements, we need to start with project scope and product scope.

Project scope refers to the work, and only the work, needed to deliver the project on time and within budget.

Scope is recorded in the Project Scope Document, which describes project deliverables, the required work, expected business value, and any exclusions to the project.

The Project Scope Statement also defines the acceptance criteria for deliverables.

How is project scope defined?

Project scope depends on two elements:

Product scope, the features, and functions of a product, service, or result.

Requirements, "a condition or capability that should be present in a product, service, or result to satisfy its specifications'' (Project Management Body of Knowledge).

Gathering and Managing Requirements

Project requirements are also defined as:

Something that is needed or that must be done.

A description of how a system should behave.

A property or attribute of a system is critical for defining the technical requirments.

The final outcomes of the project - a product, service, or result - are measured against the agreed requirements.

Requirements drive every stage of the project.

A project is initiated to solve a business need. Typically, high-level requirements are documented at this early stage.

During the planning phase, you'll need to work closely with stakeholders to explore existing requirements in further detail. You will use a range of techniques to identify, gather, analyze, and select project requirements.

Using a list of prioritized requirements, you can delve into detailed planning with tools such as the Work Breakdown Structure.

Once the project is underway, requirements become the basis of monitoring and controlling work, including change requests.

Balancing Stakeholder Expectations

Finally, stakeholders expect to see their requirements in the final product or service before closing the project.

'Expect' is an important phrase in this context. Balancing stakeholder expectations, new change requests, and the original project scope is tricky!

If the project veers too far from stakeholder expectations, extensive re-work may be needed to deliver the original requirements. If the project is deemed unviable, the work may be canceled, affecting the project timeline significantly.

Later on, we'll take a closer look at various techniques to identify and document requirements.

As you'll see in the next section, there are several types of requirements to consider.

Examples of Project Requirements

The project team typically categorizes requirements as functional or non-functional:

Functional requirements refers to the capabilities, usability, features, or operations of a product. Functional requirements describe the response of a system to inputs such as user behavior or data.

Non-functional requirements are often directly related to functional requirements, for example, how quickly an app loads in a browser. Non-functional requirements typically focus on usability - behaviors and features that affect user experience. These requirements are defined as non-functional as the system can work without such elements.

Functional and non-functional requirements are also known as Solution Requirements.

Business and Stakeholder Requirements

Solution requirements are based on business and stakeholder requirements.

Business requirements, the high-level needs of the organization. Business requirements are often documented during project initiation.

Stakeholder requirements, the needs of a stakeholder or group. As the project manager, you will work closely with stakeholders to select high-value requirements in the project plan.

Other Types of Project Requirements

Other types of requirements include:

Transition requirements, which help to move an organization from a previous state to a new state, for example, end-user training. Typically, these requirements are only documented once the final deliverable is complete.

Project requirements refer to the actions, processes, and conditions of the project, for example, milestone dates.

Quality requirements describe any conditions or criteria used to validate project deliverables.

Common Examples of Project Requirements

Some of the most common examples of project requirements include:

Uptime requirements for a service.

Data storage capacity per customer.

Back-up processes for managing risks.

Fault tolerance, such as the ability to work offline.

Requirements will vary depending on the project, product, and stakeholders.

Requirements Gathering Process

Here are five requirements gathering steps.

1. Create a Plan

Start by identifying relevant project stakeholders.

Next, decide:

What techniques you will use to identify and gather requirements.

How to document the various outputs from these activities.

How to finalize requirements with stakeholders.

Finally, contact stakeholders to arrange a time and place to start gathering requirements. Let stakeholders know if they need to do any preparation work in advance of the session(s).

2. Identify and Gather Requirements

Create a formal requirements document that outlines the requirements for the project. Creating this document is an important step in the project management process, and it is crucial to ensure that the document is clear, concise, and comprehensive.

This document should include a description of the project goals, the scope of the project, stakeholder requirements, as well as any known risks and assumptions.

3. Review and Prioritize Requirements

In this step, requirements are reviewed and analyzed against the goals and business case of the project.

Record the outputs in requirements documentation, for example, a simple table with high-level details.

Be sure to record any assumptions about the requirements along with processes for quality control.

4. Finalize Requirements

Share the requirements documentation with stakeholders for review and approval.

The approved document becomes an input to project scope, including the WBS, and acts as a performance baseline during project execution.

It's also a good idea to create a Requirements Traceability Matrix, a document (or SharePoint list!) linking requirements to deliverables.

The document can include:

A unique requirement name and number.

A description of the requirement.

Categorization or a means of grouping similar requirements together.

Dependencies between requirements.

Processes for testing, validation, and quality control.

Relevant notes about the requirement.

5. Manage Requirements

During project execution, you need to:

Ensure your team is working on activities to deliver the requirements.

Leverage the Requirements Traceability Matrix to manage change requests carefully to avoid scope creep.

Assess new requirements that emerge due to testing or quality checks.

Below is a summary of the 5-step process.

Requirements Gathering Techniques

There are numerous techniques to identify and gather requirements. Below is a brief list to help you get started.

Brainstorming for Gathering Requirements

Brainstorming brings different stakeholders together to discuss the problem and the desired solution.

Nominal Group Technique in Requirements Management

Nominal Group Technique is used to prioritize existing ideas. The aim is to agree on and rank high-value ideas outlined in the requirements management plan. This technique is frequently used during a brainstorm session.

Conducting Interviews with Stakeholders

Interviews are a useful way to engage stakeholders on a one-to-one basis, especially on smaller projects.

Utilizing Questionnaires for Feedback

Questionnaires are an ideal way to collect feedback from a large group of stakeholders or to gather anonymous input.

Delphi Technique for Consensus Building

Delphi Technique begins with a request for anonymous input from stakeholders. The input is collated and shared with the group for review and prioritization. The process continues until a final decision is reached.

Using Context Diagrams to Describe Functions

Context Diagrams describe the functions of a system. The diagram outlines the steps users take to interact with the system (inputs) and how the system responds (outputs).

Prototypes for Testing and Feedback

Prototypes provide stakeholders with a working model of the deliverables for testing and feedback, ensuring alignment with the project needs. Prototypes include small-scale products, mock-ups, and simulations. Prototypes can be used regularly to test and validate requirements as the project progresses.

Reviewing Existing Documentation

Reviewing existing documentation, such as the project plan, company strategy, and technical documents provides a solid foundation for understanding current requirements. This step helps identify gaps and inconsistencies that need to be addressed.

Observing End-Users for Technical Requirements

Observing end-users as they carry out their day-to-day tasks to gather technical requirements ensures that the project meets actual user needs. This hands-on approach captures real-world interactions and potential improvements.

Using Existing Products or Services

If the goal of the project is to improve an existing product or service, use this product/service as much as possible to identify strengths and weaknesses. This firsthand experience highlights areas for enhancement and innovation.

Conducting Workshops to Map 'As-Is' State

Conduct workshops to map the 'As-Is' state for existing products and services involving key stakeholders to provide comprehensive insights. These sessions help visualize current processes and identify opportunities for improvement.

Waterfall versus Agile Project Requirements

The approach to project requirements gathering can differ significantly between the traditional waterfall and Agile project management methodologies. Here's how:

Waterfall

In the waterfall methodology, requirements gathering is typically conducted in the early stages of the project, with a heavy emphasis on upfront planning.

The requirements are documented in a detailed requirements specification document, which outlines all of the necessary features and functionality of the project. This document serves as the basis for the entire project, and any changes to the requirements must go through a formal change management process.

Once the requirements are finalized, the project moves through a series of sequential phases (design, development, testing, etc.) until the project is complete.

Agile

In contrast, the Agile system emphasizes flexibility and adaptability. Requirements gathering is an ongoing process that occurs throughout the project, with a focus on prioritizing the most important requirements based on user feedback and business value. Agile teams use techniques like user stories, personas, and product backlogs to capture requirements in an iterative manner.

Instead of a detailed requirements specification document, the Agile team creates a product backlog that outlines the features and functionality to be developed. The product backlog is continually refined throughout the project based on feedback from stakeholders and the results of user testing.

The Agile methodology also emphasizes collaboration and communication between team members, stakeholders, and end-users.

Overall, the key difference between the two methodologies is the level of upfront planning and the emphasis on flexibility. A waterfall or predictive project has defined phases.

The scope of the project and deliverables are defined at the beginning of the project. By contrast, requirements and scope are defined iteratively in agile projects and deliverables are constantly refined as agile teams work in sprints.

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Requirements Gathering Tools

A project requirements gathering tool should have several key features that are important for effectively capturing and managing requirements. Some of the most important features to look for are:

Collaboration that inlcudes the the ability to share and discuss requirements, provide feedback, and track changes.

Customization to meet the specific needs of the project such as the ability to add custom fields, templates, and workflows.

Accessible to all project stakeholders, regardless of their location or device. This includes the ability to access the tool online or via mobile devices.

Reporting capabilities allowing project managers to track progress and analyze data.

Integration with other project management tools, such as project planning tools or task management tools, to ensure that requirements are effectively incorporated into the project plan.

Strong security features to protect sensitive project data, including encryption, access controls, and user authentication.

User-friendly and intuitive to use to ensure that all stakeholders can effectively contribute to the requirements gathering process.

Requirements Gathering Tools in Microsoft 365

We recommend looking at the Microsoft 365 platform and productivity suite during the requirements gathering process. Microsoft 365 offers several tools that can help you capture requirements. Here are some examples:

Microsoft Excel

You can use Excel to create a requirements list or spreadsheet, where you can document each requirement, its priority, and any additional details.

Microsoft Word

You can use Word to create a requirements document that outlines the project goals, the scope of the project, stakeholder requirements, and prioritized requirements.

Microsoft Teams

Teams can be used for collaboration and communication between project stakeholders. You can use it to hold meetings, discuss requirements, and share files.

Microsoft OneNote

OneNote is a note-taking tool that can be used to capture requirements during interviews or meetings. You can create separate pages or sections for each stakeholder and document their requirements.

Microsoft Forms

Forms can be used to create surveys to gather feedback from stakeholders. You can create a custom form with questions specific to the project and share it with stakeholders to gather their input.

Microsoft Project

Project is a project management tool that can be used to create a project plan that incorporates the requirements. You can create tasks, assign resources, and track progress to ensure that the project meets its requirements.

By using these tools in Microsoft 365, you can effectively capture project requirements and ensure that all stakeholders are aligned on the project goals and priorities.

Accelerate Requirements Gathering with BrightWork 365

BrightWork 365 can help with gathering project requirements in several ways:

Requirements Management

BrightWork 365 provides a centralized location for capturing and managing requirements. You can can capture store all the requirements in a structured manner in the New Project Request Form. You can add fields to the list to capture information such as the requirement owner, priority, status, and more. You can also create tasks, risks, and issues once the project site is created.

Collaboration

BrightWork 365 provides project collaboration tools that make it easy to involve stakeholders in the requirements gathering process. Project requests will move through an approval workflow to stakeholders and allow them to add, edit, and comment on requirements.

You can also set up alerts and notifications to ensure that stakeholders are kept informed of any changes to the requirements during this process.

Project Templates

BrightWork 365 provides a range of project templates. These templates can be customized to fit your specific requirements gathering needs, and can save you time by providing a starting point for your project. Some of the most popular templates we provide are:

Reporting

BrightWork 365 provides a range of project reporting options that can help you track and manage requirements. You can create reports that show the status of requirements, requirements by owner, requirements by priority, and more.

These reports can help you identify any gaps or inconsistencies in the requirements, and ensure that all requirements are being addressed.

Overall, BrightWork 365 provides a range of tools and features that can help with gathering project requirements. By using these tools, you can ensure that all project requirements are captured in a structured and organized manner, and that all stakeholders are involved in the process.

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Project requirements are your to-do list - the items your team will work on during the project to meet stakeholder expectations. Taking time to identity, gather, analyze, and prioritize requirements during project planning will make your project easier to control and complete.

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Mastering Project Requirements: Tips, Techniques, and Tools | Guide 2023

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Learn about project requirements and requirements gathering best practices. Get advice on tracking and prioritizing requirements for project success.

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K1:  Project management or business as usual

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K1:  Project management or business as usual

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What is project management? When do you use project management? Why do we use project management? The core concept and the definition of project management.

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K2 Aligning projects with organisational strategy 

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K2 Aligning projects with organisational strategy 

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Aligning project objectives with organisational strategy

When we think of projects, it's easy to get caught up in the day-to-day; is everything running smoothly; are deliverables being achieved; are timelines being met, etc. But if we take a step back from that, it's important to understand why we're running the project in the first place. One common challenge faced by PMOs, and project managers is the lack of alignment between project objectives and the overall organisational strategy.

Why align projects with business strategy? Well, it's pretty simple when you think about it. If a project has been granted funding, approved and resources provided but it isn't tied to the organisation's strategy, then where is it actually going?​ (Tharp, 2007*)​. To work toward an organisational strategy, everything that business executes needs to support it, which includes projects.

The disconnect between projects and strategy isn't just a problem because it isn't working toward achieving the company's goals, it's also a disconnect of alignment for PMOs and project managers themselves when understanding the purpose of their work. Thankfully, there is a way to keep things aligned and even track that alignment using customisable tags and metadata to categorise projects based on strategic objectives and business drivers.

Does it matter if projects don't align to business strategy?

Short answer: Yes. The cost of misalignment between projects and strategic objectives can be substantial for a business.

Operationally, when projects don't align with the overarching strategic direction, resources are wasted, and efforts are diverted away from the organisation's primary goals. This misalignment can result in financial implications, as resources are allocated to projects that don't contribute to strategic objectives, leading to inefficient resource utilisation.

The impact of misalignment is not limited to operational aspects alone; it also affects the morale of project teams. When projects lack clear alignment with strategic objectives, PMOs and project managers may find it challenging to motivate their teams and maintain a sense of purpose. This lowered morale can lead to decreased productivity, decreased project closure success rates and delayed project timelines.

The key to unlocking value through alignment

Introducing the practice of aligning project objectives with organisational strategy brings substantial value to the project management process. It enables organisations to ensure that every project undertaken directly contributes to strategic goals and objectives, enhances the decision-making processes, improves resource allocation, and enhances overall project success rates. This alignment empowers project management stakeholders to understand the "why" behind their work and fosters a sense of purpose and motivation within the team.

The sweetener on top is that C-suite execs are happy too! Recognising the importance of alignment, C-suite level executives strive to ensure that projects are closely aligned with strategic objectives. They understand that effective alignment enables efficient resource allocation, maximises the utilisation of talents and capabilities, and enhances the organisation's ability to achieve its long-term goals.

5 key reasons to align projects with organisational strategy for PMOs

Why is it important to align project objectives with the organisational strategy? Unlocking success for project management stakeholders comes with numerous benefits:

By aligning projects with the strategic objectives of the organisation, stakeholders gain a clear understanding of how their work fits into the bigger picture. This leads to a sense of purpose and direction, empowering teams to work towards common goals.

2. Resource optimisation:

Alignment allows for efficient resource allocation, ensuring that resources are utilised effectively to support the organisation's strategic goals. By aligning project priorities, teams can strategically allocate resources and avoid wasteful expenses.

3. Improved decision-making:

When project objectives align with organisational strategy, stakeholders can make informed decisions based on a shared understanding of priorities and strategic direction. This alignment fosters a cohesive decision-making process, enabling teams to focus on initiatives that contribute directly to the organisation's long-term success.

4. Enhanced risk management:

Aligning projects with the organisational strategy enables better risk management. By considering strategic objectives during project planning and execution, stakeholders can identify potential risks and mitigate them more effectively. This proactive approach minimises the impact of unforeseen events and increases the likelihood of project success.

5. I ncreased stakeholder engagement:

When projects align with the organisational strategy, stakeholders feel a stronger sense of ownership and involvement. This alignment fosters better communication, collaboration, and engagement among project teams and key stakeholders. The result is a more motivated and invested workforce, driving project success and organisational growth.

By aligning projects to organisational strategy, PMOs can unlock these benefits and create a more organised and successful project management environment.

How to align projects with business objectives

Now we've highlighted just how important the alignment of projects with business strategy is for project management stakeholders, let's explore how to start this process effectively.

Define strategic objectives: Start by clearly articulating the organisation's strategic objectives. This involves identifying the overarching goals, priorities, and key results that the organisation aims to achieve. It's essential to ensure effective communication of these strategic objectives to the project management team.

Evaluate project alignment: Assess both existing and potential projects against the strategic objectives defined in the previous step. This evaluation means determining the level of alignment between each project and the strategic objectives. Identifying any gaps or misalignments is key for successful project execution.

Adjust project priorities: Prioritise projects that closely align with the organisational strategy and resource plan accordingly. Reevaluate project priorities based on their alignment with the strategic objectives. By prioritising projects that directly contribute to the overall strategy, resources can be allocated effectively to ensure successful execution.

Enhance communication and collaboration: Foster effective communication and collaboration between project management teams and key stakeholders. This includes providing regular updates on project progress, sharing insights, and seeking feedback to maintain ongoing alignment with business objectives.
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Monitor and review: Introduce a strong monitoring and review system to continuously assess the alignment of projects with business objectives. Regularly evaluate the progress and impact of projects against the defined strategic objectives. This allows for timely adjustments and course corrections to maintain alignment and maximise project success.
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By following these steps and consistently aligning projects with business objectives, organisations can enhance project management effectiveness and drive successful outcomes.
Track progress and reporting
Driving strategic excellence by aligning projects with business strategy

If you're using PPM software, there are even more steps you can take to really hone in on that alignment and ensure that you can track it too.

With Fluid, admin users can create, remove, or alter fields of various types in order to capture a variety of project data points. Customise metadata or create custom properties to reflect the organisational taxonomy, strategy and objectives. This customisation enables meaningful reporting and tagging of projects based on their alignment with strategic goals for example.

The customisability that Fluid facilitates allows your organisation to create relevant and meaningful fields. Create custom fields that can be attached to project creation forms that enable you to fully capture meaningful data points tailored to your organisation's taxonomy. For example, you can create a field called "Strategic Alignment" and set options that align with the goals defined by C-suite level executives.

Leverage the vast reporting capabilities of Fluid PPM software to track project progress and alignment with strategic objectives. Utilise customisable dashboards to visualise the relationship between projects and strategic goals. This functionality allows project management stakeholders to gain insights into which projects are contributing to specific strategic objectives and assess the overall health, cost and effort towards each objective.

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*https://www.pmi.org/learning/library/align-project-management-organizational-strategy-7393

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Why projects need to align with organisational strategy

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Aligning projects with your organisations's strategy ensures you only invest in the right projects, but it's not always simple. Read how to get started.

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K2: How to align your project to business strategy

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K2: How to align your project to business strategy

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ProjectManager

It's important that your projects align with the business strategy of the organization you're working to support, and Jennifer Bridges, PMP, shows you how.

Here's a shot of the whiteboard for your reference!

In Review: How to Align Your Project To Business Strategy

Jennifer started the tutorial by noting why it's important to align your project to the core strategic goals of the operation you are working to support.

There are two key reasons to remember: first, seeking to align your project with the organizational goals allows you to understand the larger operational context. This can help you on a project-level, to spot potential roadblocks, as well as to be able to articulate your value within the organization.

Second, understanding the goals allows you to execute them so you can support the strategic goals of the organization you're working to support. That's good for them, and it's good for you!

Next Jennifer examined two different types of organizational structures: the first is a traditional enterprise and the other is a "project-driven" enterprise. Now, by "enterprise" we don't mean corporate enterprise. It simply means, are you structured in a traditional fashion or do you have a project-focused operation, no matter your type of organization.

It's important to understand the different types of organizational structures, and which type of structure you're operating within. Let's look at the difference between the two:

Traditional Enterprise

Strategic goals > Corporate initiatives > Organizational functions > Tactical operations

Projects are not always aligned in a traditional enterprise. In order to create alignment, you need to:

1. Review all current and future projects;

2. Develop a systematic approach to prioritizing all projects; and

3. Align projects to the strategic goals for the business strategy.

"Project-Driven" Enterprise

Strategic goals > Programs > Projects > Initiatives

Projects are aligned. But in order to maintain alignment you need to:

1. Review all strategic goals for the business strategy;

2. Develop a systematic approach to initiate and prioritize projects to align to business strategy; and

3. Evaluate and repeat on a regular basis.

Pro-Tip: A PMI-sponsored Economist Intelligence Unit study notes little more than half of businesses' strategic initiatives have been successful. And these are execs who say such initiatives are essential! Therefore, you must follow through by prioritizing, being accountable and realizing the plan.

Take it further: Several of our contributors have explored the different aspects of adding value through strategic alignment:

Thanks for watching!

Video Transcription

Today we're talking about how to align your project to business strategy. First, we'll review why it's so important to align your project and the benefits. We'll also review two different types of organizational structures and how you would go about aligning your project, depending upon which organization you're in. So, first of all, let's talk about the why.

Today, we talk a lot about sitting at the table. By aligning your project to the business strategy, that's one way to ensure that you, as the project manager, are sitting at the table and not waiting on the annual report to come out for you to understand what's happening in your company. The benefit of that for you is that allows you to speak the language of business.

The second reason why we want to align is it provides a mechanism that allows you to map your project and support the strategic goals. And the benefit of that is it allows your project to contribute directly to the corporate vision. And then the third reason why is, it becomes a playbook to anticipate the market trends. As we see, almost on a daily basis, the market trends are changing, and world events happen that change the priority of our projects. And with that being able to do this, the benefit is, it allows your company to become more agile and competitive.

So let's look at two different types of organizational structures, and you'll need to identify which one is yours. First of all, there's the traditional enterprise where the business strategy sets the strategic goals, which spawn the corporate initiatives, the organizational functions and the tactical operations. In the traditional enterprise, the projects aren't necessarily aligned, but there is a way that we can go back and align them as the project manager.

In the project-driven enterprise, the business strategy sets the strategic goals, which then spawn the programs, the projects, and the activities. So determine which one you're in. For a traditional enterprise, the way that we go about aligning is, review all the projects, the current ones and even the future ones. Then develop a systematic approach to prioritize these.

Once you get them prioritized, then you begin aligning to the business strategy. In the project-driven enterprise, which we all want to move forward to, the approach that we do there is, you review all of the business strategy, the goals for the company. Then you develop a systematic approach to initiate and prioritize those projects. And then, basically, you continue to evaluate and repeat on a regular basis.

So as you can see, aligning your project to the business strategy does have benefits. It allows you to speak the language of business, your project to contribute to the corporate vision, and, more importantly, your company to become more agile and competitive.

So if you need a tool that can help you align your project to the business strategy, then sign up for our software now at ProjectManager.

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How to Align Your Project To Business Strategy

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ProjectManager It's important that your projects align with the business strategy of the organization you're working to support, and Jennifer Bridges, PMP, shows you how. Here's a shot of the whiteboard for your reference! Jennifer started the tutorial by noting why it's important to align your project to the core strategic goals of the operation you are working to support.

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K3: Projects, Programme and Portfolios what is the difference?

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K3: Projects, Programme and Portfolios what is the difference?

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Guest speaker, Merys Hopkins, first looked at portfolios, which APM define as a grouping of an organisations projects and programmes. The grouping can be by geographical location, capability, customer type, etc, as determined by the organisation's circumstances. The portfolio should be designed to maximise return on investment, maintain skills in the workforce, and to aid control of costs and benefits.

Portfolio management includes the selection, prioritisation and control of projects and programmes which are aligned with the organisations strategy and objectives. The portfolio manager decides which projects/programmes to undertake, provides the required resources, makes sure they are being used efficiently, and chases benefits. The portfolio manager is responsible to the executive board for delivery. The portfolio makeup will also be subject to external influences such as customers and the market place.

Programmes are a group of related projects and change management activities that will deliver beneficial change. Grouping allows oversight and prioritisation of resources, economies of scale, minimising duplication, management of interdependencies, co-ordination of stakeholders and communications, and easier sharing of lessons.

The programme manager needs to stay out of the weeds. They are responsible for the overall planning of the programme, co-ordinating the management and control of the projects, prioritising resources, senior stakeholder management, supporting and communicating high level risk, and delivering benefits. Their key role is to support the project managers and unblock issues. They can act as sponsor for the projects.

Projects are a unique transient endeavour intended to deliver planned objectives. They are unique, time bound, have specific costs, clear scope, acceptance criteria, risk and uncertainty, and are run by dynamic, transient teams with specialist roles as and when required.

Projects are influenced by stakeholders, governance and risk all of which can reshape the iron triangle of time, cost and quality.

Project management uses processes, methods and training, together with knowledge and skills of the project manager and team to deliver the required outputs.

Merys summarised the differences:

Portfolios: Strategic Grouping, Focus on maximising return on investment, Balanced mix of projects and programmes, Ongoing, Higher risk.

Programmes: Focus is on outcomes, Higher Complexity than projects, Longer Timescale, Higher Budget, Scope is less defined, Higher Risk.

Projects: Focus is on outputs, Less Complex, Defined start and end dates, Agreed total budget, Defined Scope, Less Risk.

The key to success is the effective governance of projects, with the 4 pillars of governance: Portfolio direction (aligned with organisational strategy), the right Sponsorship, (fighting for support), Project Management Effectiveness, (tools, techniques, trained staff), and Disclosure and Reporting, (being honest about good and bad news, and asking for help when needed).

In summary. Portfolio management is about doing the right projects, to deliver an organisation's strategy and objectives. Project and programme management is about doing projects right!

As usual, the presentation is available below and on the APM Web Site SlideShare page.

Martin Gosden
SWWE Branch Chairman

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Projects, Programmes And Portfolios - So What Is The Difference?

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Guest speaker, Merys Hopkins, first looked at portfolios, which APM define as a grouping of an organisations projects and programmes.

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SWOT analysis is widely used in strategic planning and can be a powerful tool in assessing your relative position - or a competitor's position - and for identifying priorities and areas for improvement. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. It is most effective when you have defined the problem or concern that needs to be addressed and ideally have also developed your goal statement or intended end state for the project, campaign or program. It can be conducted for a range of purposes such as planning, problem-solving, product evaluation, decision making and brainstorming. It can help to give clarity between where you are and where you want to be. Overall, it is a valuable skill for you to gain when you use SWOT, PESTLE and VUCA analysis for communication planning.

The aims of SWOT analyses are to:

Reveal your organization's competitive advantages

Analyze the potential for product development, new services and revenue

Alert your management early to potential problems before they become issues

Provide for the development of future communication plans potentially requiring issue management, crisis management, stakeholder relations management, etc.

SWOT analysis is best undertaken by a cross-functional team of 6-8 people who can provide a range of perspectives. The team should especially comprise people from areas relevant to the issue or problem for which you are preparing a communication plan. Therefore, in addition to communicators, you should include people who are broadly in tune with communication such people from your marketing branch, operations and HR, plus possible external attendees from your PR agency, your market research firm, etc.

Keep it simple

SWOT analysis is quite simple in principle, and you should keep the process simple - avoid complexity and over-analysis. but you need to beware of the danger of being tempted to merely compile a list rather than thinking about what is really important about the parts of that list in achieving the goal of the project. You may also be drawn into presenting the resulting SWOT lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats.

You can use specialized software to show the SWOT lists graphically, which can help you to clarify the factors being considered.

A SWOT summary can be useful for strategy development in a communication project or program as well as in an annual communication plan. It is especially useful for deciding the key points in your messaging.

Bringing internal and external factors together in the SWOT model

A SWOT analysis process generates information that is helpful in matching an organization or group's goals, programs, and capacities to the social environment in which it operates. The 'SWOT' itself is only the start - a data capture exercise - the analysis actually follows later, and is based on the SWOT factors.

The strengths and weaknesses are value-creating skills or assets, or the lack of, relative to competitive forces. Opportunities and threats are external factors which are not created by the organization, but emerge as a result of the competitive dynamics caused by future gaps in the market.

A strength is a resource or capacity that can be used effectively to achieve the relevant objective. To identify strengths, ask: "What are our advantages in this situation?", "What do we do well?" or "What do other people see as our strength here?" Obviously, you would want to build on your organization's perceived strengths in your communication activities.

A weakness is a limitation, fault or defect in the particular product, service or other matter that may be the reason for your communication plan. To identify weaknesses, ask: "What could we improve in this?", "What do we do badly?", or "What should we avoid?" Other areas of the organization may be able to resolve the problem caused by the weak point if, for instance, it is a financial, operational or marketing matter, in order to minimize its impact without you actually needing to communicate about it. If it does need a communication activity, then you can tailor all or part of a communication plan, particularly the messaging, to minimize the weakness, or at least have a communication response in place if something is raised against you by opponents.

An opportunity is a favorable situation in your project or organization's environment, often a trend or a change of some kind or an overlooked need that increases the relevance or effectiveness of the project in question. You can highlight this in your communication implementation.

A threat is a danger or menace in your project or organization's environment. Often threats are ignored until they become major problems. Threats can be identified by looking at the obstacles faced, initiatives by competitors, changing technology and changing demand or technical requirements for your products or services. As with a weakness, other areas may be able to act to counteract the problem without needing a communication response. If it does need a communication response, you should assess the likelihood and extent of the risk or threat so that if it does emerge, you are able to quickly implement a communication response.

Prioritize your SWOT follow-up

Since resources are always limited, you can't afford to follow up every SWOT item, so you need to attend to the most important - prioritize them. The SWOT factors could be prioritized by urgency, importance, strategic advantage, cost, lead-time for completion, duration of actions, etc.

It is all very well to work out your strengths, weaknesses, opportunities and threats, but what do you actually do with these insights? SWOT analysis is not much value unless you actually use the key factors identified to contribute to your communication plan. To keep all this manageable, the factors should be prioritized. You could note the top three factors from each of the four quadrants to form a total of list of 12 factors, and then reduce the total list to the top 5-6 factors that would have a bearing on your communication strategy. Be careful to evaluate which factors are the strongest and focus on them. As noted earlier, don't get drawn into presenting the SWOT lists without clear prioritization so that, for example, weak opportunities may appear to balance strong threats.

One strategy is to cross-link the four quadrants of factors to identify how strengths can be used to take advantage of opportunities and to tackle threats. Similarly, the weaknesses can be examined to ensure they don't compound the threats or stop your organization from exploiting the opportunities relating to the project.
Image: Sample SWOT analysis template by WordStream. You can download this template, and also an adjustable-size blank template as a Google sheet based on this one, which you can use for your own SWOT analysis - made available by WordStream.
SWOT analysis can be divided into internal and external factors. Strengths and weaknesses are internal elements while opportunities and threats are considered external elements. For review of internal elements, many organizations use a PRIMO-F subset of SWOT analysis, and for reviewing external elements they use another subset of SWOT analysis - PESTLE analysis.

Internal SWOT factors - the PRIMO-F model

Questions in the PRIMO-F model:

People: What do they do? Do they have the skills we need?

Resources: Do we have the right resources, and are they enough?

Innovation: Are new ideas important to us in all parts of our organization?

Marketing: How do customers know what we do/produce?

Operations: How do we manage all of this?

Finance: What are the prices, costs and investments?

External SWOT factors - the PESTLE model

Use both SWOT and PESTLE analysis for communication planning. PESTLE analysis is basically a review of an organization's operating environment as an input into strategic decision making. The aim is to conduct an environmental scan in order to assess potentially significant information that management can use in responding to changes. In a similar way to the well-known SWOT analysis, PESTLE is an acronym that stands for various review criteria:

PESTLE analysis tends to address external factors while SWOT analysis is used more for review of internal factors, although they cover similar ground at various points. It is generally advisable to use SWOT and PESTLE analysis for communication planning. When you conduct both types of analysis rather than just the one you achieve a more comprehensive overall review. A PESTLE analysis will reveal the external factors that are outside the direct control of the organization, and is therefore better conducted before a SWOT analysis so that its findings can be used as a key input into a SWOT review.

The strengths of a PESTLE analysis are that it is a simple technique conceptually, covers major environmental factors, can generate much information about influences and can identify the long-term reasons for trend changes.

Such an analysis will be of limited use unless management acts on the trends revealed, and the extent to which various trends may interact to nullify each other through to creating a combined impact.

It is important to clearly identify the subject of a PESTLE analysis and to stay focused on it, because an unclear subject has the potential to lead to vague conclusions.

Also use VUCA analysis, especially for better issue management

VUCA is an acronym standing for V olatility, U ncertainty, C omplexity, and A mbiguity, and VUCA analysis is used to describe key characteristics of the external environment. You can use VUCA analysis as a tool for better issue management.

VUCA types of factors are not new. They have always been integral to scenario planning and in PESTLE analysis (Political, Economic, Social, Technological, Legal and Environmental) of the external environment in issue management.

Two key questions VUCA analysis can help to address are:

How much do you know about the situation?

How well can you predict the results of your actions?

Useful VUCA articles

How to use SWOT process in planning

Invite contributors to participate in the SWOT process

Explain the process and establish ground rules

Identify strengths - using the PRIMO-F listed above

Identify weaknesses - using the PRIMO-F listed above

Identify or list the opportunities and threats - this may well have been identified from a PESTLE analysis previously

Establish priorities - from your mission, vision and values work

Question each list

Plan for action.

Advantages of SWOT analysis

Simple four box framework.

Facilitates an understanding of the strengths and weaknesses of the organization.

Encourages the development of strategic thinking.

Enables a team to focus on strengths and build opportunities.

Can enable an organization to anticipate future business threats and take action to avoid or minimise their impact.

Can enable an organization to spot business opportunities and exploit them fully.

Flexible.

Disadvantages of SWOT analysis

Some users over-simplify the amount of data used for decisions - it is easy to use scant data.

To be effective this process needs to be undertaken on a regular basis.

The best reviews require different people being involved each having a different perspective.

Access to quality internal data sources, this can be time consuming and politically difficult (especially in more complex organizations - parent company etc).

The pace of change makes it increasingly difficult to anticipate developments that may affect an organization in the future.

The risk of capturing too much data is that it may make it difficult to see the wood for the trees and lead to 'paralysis by analysis'.

The data used in the analysis may be based on assumptions that subsequently prove to be unfounded (good and bad).

Lacks detailed structure - easy to miss key elements.

This article may be useful for you to read: " Beware the limits of SWOT analysis," by Paul Schoemaker.

Example of a simple SWOT analysis

This analysis is about a children's charity. The style and detail of the analysis will depend on the goal of the project. The key points emerging from the analysis can be vital to public relations professionals for developing their communication material.
Strengths

Creativity and imagination of staff

Active support of children and parents

Good track record in engaging children and play-based work

Experience of community work and working with difficult to reach communities

Weaknesses

Staff turnover

Short-term funding

Few IT resources/skills

Organizational infrastructure

Inexperience in financial management

Opportunities

Potential future funding

Real funding for play and developmental work

Improved guidance to meet requirements of regulation

More external support for play, e.g. opportunities for training

Threats

Future funding not guaranteed or secured

Competition from other providers (public and private)

Increasing regulation (impacting play, staff and buildings)

The value of SWOT lies mainly in the fact that it constitutes a self-assessment. The problem, however, is that the elements appear deceptively simple. Actually deciding what the strengths and weaknesses of an organization are, as well as assessing the impact and probability of opportunities and threats, is far more complex than appears at first sight.The risk of making incorrect assumptions when assessing the SWOT elements often causes management to procrastinate when it comes to deciding between various strategic alternatives, frequently resulting in unnecessary and undesirable delays.

SWOT is an infinitely flexible framework, which is made easier to apply when PESTLE is used to review and shortlist external factors and PRIMO-F to review and prioritize internal factors.

The concept of SWOT analysis is so ubiquitous that many people tend to take it for granted without actually going through the process and applying it seriously. A SWOT analysis in a sense is more a summary of a set of previous mini-analyses such as PRIMO-F and PESTLE of various factors than a full analysis in its own right. The analysis, or interpretation, really comes after the SWOT summary has been produced.

It is most effective to define the problem or concern that needs to be addressed and ideally have also developed a goal statement or intended end state for the project. This helps to give clarity between where you are and where you want to be.

SWOT analysis can be used by your communication team to review many variables ranging from the overall perception of the organization in the marketplace through to more specific subjects such as an existing or potential product, brand or service, or a business idea.

The communication department can benefit by analyzing its own performance. It can review its outputs, for example:

the quality of what it is producing for others

its processes (how well it goes about producing those outputs)

its stakeholders (whether it is taking sufficient account of its own departmental stakeholders)

its finance management

its administration

its creativity.

A SWOT summary can be useful for strategy development in a communication project or program as well as in an annual communication plan. It is especially useful for deciding the key points for messaging.

It is all very well to work out strengths, weaknesses, opportunities and threats, but what is done next with these insights? SWOT analysis is not much value unless the key factors identified actually contribute to the communication plan.

Another matter to think about is how supportive the internal environment may be for follow-up to the analysis - whether there are any obstacles or bottlenecks likely to be encountered in completing the communication strategy, which is based on the analysis. How can they be overcome?

Further reading

My ebook, Annual Communication Plans: How to get the results you want!, offers you 123 pages of helpful, practical insights. Tremendous value - it's like having your own comms coach immediately available by your side!
Image: Shutterstock_400174768

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Use SWOT, PESTLE and VUCA analysis for communication planning - Cutting Edge PR

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Use SWOT, PESTLE and VUCA analysis for your communication planning to identify priorities and areas for improvement.

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Governance provides confidence to the board of directors/trustees that investments in projects, programmes and portfolios are being well managed.

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K6: The differences and comparative benefits between functional, matrix and project structures.

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K6: The differences and comparative benefits between functional, matrix and project structures.

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Projects differ from routine day-to-day tasks - projects are inherently more risky than stable, business as usual activities, and often benefit from a tailored approach to managing the work involved.

A project typically has a life which starts from the beginning of the project and continues until its end. As the project moves through its life the focus of work changes: from the initial step of investigating the drivers and need for the investment, then defining and planning the work required in more detail, through to delivering the outputs and finally closing the project.

The project lifecycle is a way of viewing a project through its life from start to completion. Breaking a project down into different steps helps project managers and others to focus on the things which are important at a particular point. For example, at the start of its life the project focuses on making sure that the investment idea is sound, fits with the overall strategy and is worth investigating in more detail. As it moves through to more detailed definition and planning, the focus changes to ensuring that the project is built on firm foundations and has established clear and effective governance and controls. As the project's products are delivered it's important to make sure the right outputs are created to the right quality, progress remains on track, and risks and issues are resolved. And at the end of the project the focus is on tying up loose ends, making sure that the products produced have been handed over to operational areas, and reflecting on lessons for improvements which can be passed on to help future projects.

Linear lifecycle
A linear project lifecycle (also known as a 'waterfall' approach) defines and fixes the scope and requirements early in the project and delivers its products through a set of sequential phases. As scope and quality are fixed early in the project, time and cost are usually flexed in order to deliver the requirements within those constraints.
Iterative lifecycle
An iterative lifecycle (also known as an 'agile' approach) defines and fixes the time and cost available for the project. Products are delivering iteratively and scope and quality flexed to deliver within the time and cost constraints.
Hybrid approach
A hybrid lifecycle includes elements of both linear and iterative approaches. Some phases of the project (eg product design) may be more suited to an incremental approach, particularly at the early stages of the project, while others (eg product delivery) may benefit from a sequential linear approach.

Praxis is a free, community-driven framework for managing projects, programmes and portfolios. At the heart of Praxis lies a project lifecycle which can be adapted for use with different types of projects, whether they are simple or complex, run as standalone initiatives or as part of a wider program. To help introduce the Praxis lifecycle, we will assume that we are embarking on a simple project in which each step follows consecutively from the previous one.
Identification phase
The objective of this phase is to explore an initial idea, develop it into a high-level outline of a project, and assess whether the early concept is likely to be feasible and therefore worth investigating in more detail. Each project is triggered by a mandate - the initial idea - and the identification phase takes this and formalises it in high-level justification for the project, called a brief. This phase also identifies the work needed to do the more detailed planning and investigation activities needed in the next phase, and this is documented in the definition plan.

Together, the brief and definition plan are used as the basis for deciding whether or not to proceed to the next phase in the lifecycle where the work needed to deliver the project will be defined in more detail. At the end of this phase there is a gate, which is where a decision is made whether or not the project should continue to the next stage.
Definition phase
This phase focuses on setting up a firm foundation for the project. It aims to develop a more detailed picture of what the project needs to produce, the work involved in delivery and how the project should be managed, in order to determine whether it should proceed to delivery.

This is where the scope of the project is defined and the work planned, scheduled and costed, and justification for the project (comparing the costs, benefits and risks involved) documented in a business case. At the end of this phase is another decision point where the relevant documentation is used as a basis to authorise the delivery of the project.
Delivery phase
This phase is where plans are executed and products delivered. This involves authorising work to be done and accepting products as they are completed, monitoring progress against plans and taking corrective action if needed to keep on track, reporting and communicating with stakeholders, and resolving or escalating issues as they arise.
Closure
At the end of the project it's important to close things down in a controlled way and make sure any loose ends are tidied up. This phase involves making sure that all the products have been handed over and accepted by the relevant operational areas, any outstanding items have been allocated a home for later resolution, the project is reviewed for lessons and improvements which can be passed on to help other projects in the future, and any resources such as people or equipment are demobilised.

The project lifecycle helps project managers to focus on the things which are important at different stages of delivery. If you want to learn more, head over to the Praxis Framework website where there is a wealth of free resources available.

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A project is a temporary venture, set up to manage the work needed to achieve a specific objective.

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What Is Project Scope? Scope Management Steps, Tips & Tools

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Learn what you need to know about project scope, including what it is, how to define it & how to manage it to keep your project on track.

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Information management is the collection, storage, curation, dissemination, archiving and destruction of documents, images, drawings and others sources of information. APM Body of Knowledge 7th edition

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There are seemingly countless project management software solutions available, so figuring out which is best for you is tough. You want to plan, manage, and control your projects better but need to figure out which tool is the best fit. I've got you! In this post, I make things simple, leveraging my experience managing big, complex projects and using dozens of different PM tools to bring you this shortlist of the best project management software.

Why Trust Our Project Management Software Reviews

We've been testing and reviewing project management software since 2012. As project managers ourselves, we know how critical and difficult it is to make the right decision when selecting software.

We invest in deep research to help our audience make better software purchasing decisions. We've tested more than 2,000 tools for different project management use cases and written over 1,000 comprehensive software reviews. Learn how we stay transparent & our project management review methodology.

How To Choose Project Management Software

With so many different project management software solutions available, it can be challenging to make decisions on what project management software is going to be the best fit for your needs.

As you're shortlisting, trialing, and selecting project management software consider the following:

What you want to use it to do - Start by identifying the project management feature gap you're trying to fill to clarify the features and functionality the PM software needs to provide.

Who will need to use it - To evaluate cost and requirements, consider who will be using the software and how many licenses you'll need. You'll need to evaluate if it'll just be the project management team or the whole organization that will require access. When that's clear, it's worth considering if you're prioritizing ease of use for all, or speed for your project manager power users.

What other tools it needs to work with - Clarify what tools you're replacing, what tools are staying, and the tools you'll need to integrate with, such as accounting, CRM or HR software. You'll need to decide if the tools will need to integrate together, or alternatively, if you can replace multiple tools with one consolidated project management tool.

What outcomes are important - Consider the result that the software needs to deliver to be considered a success. Consider what capability you want to gain, or what you want to improve, and how you will be measuring success. For example, an outcome could be the ability to get greater visibility into project performance. You could compare project management features until you're blue in the face but if you aren't thinking about the outcomes you want to drive, you could be wasting a lot of valuable time.

How it would work within your organization - Consider the software selection alongside your workflows and delivery methodology. Evaluate what's working well, and the areas that are causing issues that need to be addressed. Remember every business is different-don't assume that because a tool is popular that it'll work in your organization.

Honestly, it's a lot to digest-and there's a lot of pressure to get it right so I'd suggest using our project management software advisory service to help you shortlist software that'll be a good fit for you and your organization's specific needs.

If you still haven't found what you're looking for here, check out these tools closely related to project management software that we've tested and evaluated.

Video Walkthrough Of Project Management Tools

Check out our video on the top project management tools:

Selection Criteria For Project Management Software

Selecting project management software requires a detailed analysis of its functionality and how well it meets specific use cases. My approach is rooted in extensive personal experience, having tried and researched numerous project management tools. Here's how I evaluate these solutions, broken down into specific criteria, each with its own set of weightings to reflect their importance in the overall selection process.

Core Project Management Software Functionality (25% of final scoring): To be considered for inclusion on my list of the best project management solutions, a solution had to support the ability to fulfill common use cases. These include:

Task assignment and progress tracking to ensure accountability and visibility.

Collaborative workspaces for team communication and idea sharing.

Time tracking for accurate project progress and productivity analysis.

Resource allocation to prevent overutilization and ensure balanced workloads.

Reporting functionality for insights into project status, resource usage, and performance metrics.

Additional Standout Features (25% of final scoring): Here, the evaluation looks for innovative and unique features that set a tool apart from its competitors. Software that offers cutting-edge technology or solves specific challenges scores higher.

Innovative Integration Capabilities: Look for project management solutions that offer unique integrations beyond the standard email or calendar tools. For instance, integration with AI for predictive scheduling or with virtual reality for immersive project planning sessions.

Advanced Analytics and Reporting: Solutions that provide deeper insights with predictive analytics, trend analysis, and customizable reporting dashboards stand out. This feature is particularly useful for complex projects requiring detailed performance metrics and forecasts.

Customization and Scalability: Solutions that allow for extensive customization of workflows, fields, and interfaces cater to unique project needs. Scalability is key for accommodating growing project sizes and team numbers.

Enhanced Security Features: Project management solutions with advanced security protocols, such as end-to-end encryption for file sharing and multi-factor authentication, provide added protection for sensitive project information.

Unique Collaboration Tools: Look for solutions that go beyond basic chat functions, offering features like live editing of documents, virtual whiteboards, or integrated video conferencing.

Usability (10% of final scoring): Usability testing focuses on the software's interface design, ease of navigation, and overall user experience, including mobile app usability. Tools that provide intuitive, clean interfaces with minimal learning curves score higher here.

Onboarding (10% of final scoring): This aspect evaluates how quickly and efficiently new users can get started with the software. It includes the availability and quality of training materials, the simplicity of the setup process, and any support provided to help new users acclimate.

Customer Support (10% of final scoring): The quality, responsiveness, and availability of customer support are assessed. Software with multiple support channels (such as live chat, email, and phone support), quick response times, and comprehensive support content are favored here.

Value for Money (10% of final scoring): This criterion evaluates the software's pricing structure against its feature set, considering different team sizes and project needs. Software that offers transparent, flexible pricing models with a strong feature-to-cost ratio is rated favorably.

Customer Reviews (10% of final scoring): Customer feedback from various sources is analyzed to gauge user satisfaction, focusing on usability, support, and overall impact on project management efficiency. Software with consistently high ratings and positive testimonials scores higher.

Through this comprehensive approach, focusing on core functionalities, standout features, usability, onboarding, customer support, value, and customer reviews, I aim to identify project management solutions that not only meet but exceed expectations, ensuring teams have the tools they need to succeed.

Trends In Project Management Software for 2024

As of 2024, project management software trends are evolving rapidly, reflecting a clear trajectory toward more intelligent, flexible, and integrated tools. I have identified several key trends and features shaping the future of project management technologies.

Increased Integration with Artificial Intelligence (AI): AI is becoming a cornerstone of project management tools, with features like Smart Answers, Smart Status, and Smart Goals becoming standard. These capabilities allow users to leverage natural language to generate status updates automatically and draft goals with AI assistance, enhancing decision-making and efficiency​​. And features like machine learning algorithms are becoming critical for task prioritization, intelligent resource allocation, and proactive risk assessment.

Advanced Blockchain Applications for Security: The incorporation and adoption of blockchain technology in project management software is a notable trend. Blockchain enhances project security and data integrity, offering tamper-proof project records and secure financial transactions. This increases transparency and accountability throughout the project lifecycle​.

Enhanced Integration Capabilities: The seamless integration between project management software and other key tools (e.g., CRMs, Accounting Tools, etc.) signifies a trend toward creating more cohesive ecosystems. This interoperability facilitates better collaboration between technical and non-technical teams and streamlines workflows by syncing tasks and communications across platforms​​.

Focus on Customization and Flexibility: Features like Capacity Planning, Goal Templates, and Custom Project Icons point to a growing emphasis on customization. These updates allow organizations to tailor the software more closely to their specific processes and goals, improving resource management and aligning success metrics across teams​​.

Most Rapidly Evolving Features

Smart Workflows and Onboarding: AI-driven features are rapidly evolving, with developments in Smart Workflows and Smart Onboarding designed to automate and optimize project setup and team ramp-up processes. This reflects a push towards leveraging AI for not just task management but also for streamlining project initiation and team integration​​.

Automated Time Tracking: Project management software solutions are increasingly offering Automated time tracking tools to ensure time tracking compliance from their teams. They provide real-time insights on team workloads, enhance project efficiency, and can contribute to accurate project budgeting and resource management.

Novel and Unique Functionality

Smart Digests and Bundles: Unusual yet highly practical features like Smart Digests offer summaries of project changes over specified timeframes, providing quick catch-up capabilities. Bundles, which allow for the application of rules, fields, sections, and task templates across multiple projects, represent a novel approach to scaling project management practices efficiently​​.

Most Important and In-Demand Features

Capacity Planning and Goal Setting: The ability to visualize staffing trends and create standardized goal-setting processes are among the most sought-after functionalities. These features cater to the pressing need for better resource allocation and clear, measurable objectives within project management​​.

Features Becoming Less Important

Feature-Less Platforms: While not explicitly mentioned, the emphasis on AI and integration suggests that standalone, manually-intensive features are becoming less important. The shift towards automation and intelligence indicates a lesser demand for features that do not leverage these advancements to simplify or enhance user experiences.

The evolution of project management software in 2024 is characterized by a stronger reliance on AI, enhanced integration with other business tools, and increased customization to meet the specific needs of organizations. These changes emphasize efficiency, adaptability, and a holistic approach to team management.

What Is Project Management Software?

Project management software is a tool to help individuals and teams plan, resource, manage, schedule, and organize project tasks and resources to deliver projects efficiently and effectively. Collaboration features keep team and tasks organized, helping to hit milestones, align on deliverables, deliver within budget and timeline constraints, and ultimately meet project goals.

By consolidating project planning, task management, resource allocation, time tracking, and communication into a single tool, PM software allows effective management and control of project variables. It provides real-time visibility of project status, enabling project managers to make quick decisions and adjust a project to keep it on track.

Features Of Project Management Software

Project management software stands as a cornerstone in the realm of project planning, execution, and monitoring. It equips teams with the necessary tools to align their efforts, meet deadlines, and track progress effectively. Selecting the right software involves understanding the key features that contribute to a streamlined project management process. Here, I highlight the most crucial features to look for when searching for a solution that solves your specific needs.

1. Task Management - This feature allows for the creation, assignment, and tracking of tasks. It's vital because it helps in breaking down projects into manageable activities, ensuring that every team member knows their responsibilities.

2. Time Tracking - Time tracking enables the recording of the amount of time spent on tasks. It's essential for monitoring project progress, estimating future tasks more accurately, and ensuring time is efficiently allocated.

3. Collaboration Tools - These tools facilitate communication and collaboration among team members. They're important because they ensure everyone stays informed and can contribute ideas and feedback in real-time, fostering a cohesive work environment.

4. File Sharing and Document Management - This feature allows for the centralized storage, sharing, and management of project documents. It streamlines access to project materials, ensuring that all team members have the latest versions of documents. Some PM software even offer more complex DAM functionality.

5. Resource Management - It's crucial to ensure that projects stay within budget and that resources are optimally utilized. Resource management helps in allocating and tracking resources such as budget, personnel, and project deadlines.

6. Project Planning and Scheduling - Project timelines, calendars, and Gantt charts help you track progress and know where tasks fit within the broader scheme of a project. This includes features for creating project plans and schedules. It's important for setting realistic timelines, ensuring that projects have a clear roadmap to ensure that deadlines are met. Some PM software are even designed explicitly for project scheduling.

7. Reporting and Analytics - Reporting tools provide insights into project performance, resource utilization, and more. They're essential for making informed decisions, identifying trends, and adjusting strategies as needed.

8. Risk Management - Risk management features help in identifying, assessing, and mitigating project risks. They're vital for anticipating potential issues and implementing strategies to address them proactively.

9. Integration Capabilities - The ability to integrate with other tools and software is important for ensuring a seamless workflow and minimizing the need to switch between different platforms.

10. Project dashboards and reporting: Project tracking features are essential to successful project delivery. It's essential to know how a project's tasks are progressing-will it be delivered on time or not and what are major blockers that

11. Mobile Accessibility - Mobile accessibility ensures that team members can access the project management software from anywhere. It's essential for maintaining productivity and allowing for real-time updates and communication, even on the go.

Choosing project management software with these features can significantly enhance a team's ability to manage workloads, meet deadlines, and track project progress effectively. It's not just about managing tasks; it's about empowering teams to work more cohesively and efficiently, ensuring that every project is a step towards success.

Benefits Of Project Management Software

By leveraging project management software, businesses can effectively coordinate their resources, keep track of project progress, and ensure that their projects are completed within the stipulated time and budget. Here are five primary benefits of project management software:

1. Enhanced Collaboration: Project management software fosters a collaborative environment by providing a central platform for team members to communicate, share documents, and track project updates. This centralized communication eliminates misunderstandings and ensures everyone is on the same page.

2. Improved Project Planning: Effective planning is crucial for successful project execution. The best solutions offer features for scheduling, resource allocation, and milestone tracking, enabling users to create more realistic and achievable project plans.

3. Better Resource Management: Allocating resources efficiently is key to project success. Users can view resource availability, manage workloads, and prevent over-allocation, ensuring optimal use of both human and material resources.

4. Enhanced Risk Management: Identifying and mitigating risks is easier with project management software. It provides functionality for risk assessment, tracking, and response planning, which helps in minimizing the impact of potential issues on the project.

5. Data-Driven Decision-Making: With real-time data and analytics, project management software enables informed decision-making. Users can track performance metrics, analyze trends, and make adjustments to keep the project on track and within budget.

Project management software can have a transformative impact on how projects are managed and executed. By integrating these tools into their processes, organizations can optimize efficiency, improve communication, and drive successful project outcomes, ultimately contributing to their overall growth and sustainability.

Costs And Pricing For Project Management Software

Project management software varies greatly depending on the type of software you require. While on-premise project management software can cost you hundreds of dollars per user, cloud-based options are more price-friendly.

For software buyers with little to no experience, choosing the right plan starts with your team's size, project complexity, and budget constraints.

You'll want to take your time to analyze the different plans, what they offer, and if the features you unlock with each plan make sense for how your operation will grow.

Here's a pricing and plans table that breaks of typical plan options and their pricing:

Free

$0

Task management, basic reporting, limited user access, limited storage

Basic

$7 - $15 per user/month

Enhanced task management, project templates, file sharing, basic integrations, all features of Free plan

Intermediate

$20 - $30 per user/month

Advanced reporting, customizable dashboards, more users and storage, additional integrations, all features of Basic plan

Advanced

$30+ per user/month

Resource management, advanced security, premium support, API access, customizable features, all features of Intermediate plan

When selecting a project management software plan, consider the scale of your projects, team size, and specific needs like reporting, integration, and security. Smaller teams or those new to project management might start with a Free or Basic plan, which offers essential features without overwhelming complexity. As your team grows or project needs evolve, upgrading to Intermediate or Advanced plans can unlock more sophisticated tools and customization. Ultimately, the right choice balances functionality with budget, ensuring a tool that not only meets your current needs but can also scale with your organization.

Project Management Software FAQs

Here are some of the frequently asked questions I receive about project management software.

Why Use Project Management Software?

If you don't want to find yourself drowning in an ocean of notes, Slack messages, and spreadsheets, you need to use project management software. Successful project execution has never been more important and project management software provides the tools you need to streamline processes, optimize resource usage, and make data-driven decisions.

Let's review some specific reasons you should consider implementing a PM software solution.
Key Business Functions Supported by Project Management Software

Resource Management: See exactly who's working on what and ensure your team doesn't get overbooked. Identify resource bottlenecks early on and avoid costly delays.

Collaboration and Communication: These tools create a central hub for project updates, files, and communication. Stay aligned, reduce email overload, and improve team clarity.

Scheduling and Task Management Break projects into manageable tasks with clear dependencies and deadlines. Visual tools like Gantt charts provide a clear view of project timelines.

Risk Management: Anticipate potential issues and develop mitigation plans. Keep an eye on your project's health to avoid roadblocks that can derail progress.

Budgeting and Cost Tracking: See exactly how project spending aligns with your initial budget. Manage costs efficiently to prevent overruns and maximize profitability.

Reporting: Create dashboards, reports, and insights that inform stakeholders and help you make better decisions based on data.

Project management software is truly a game-changer, and here's why you, as a project manager, should be excited to use it:

1. Enhanced Efficiency: Streamline workflows to cut down on wasted time and resources. You'll get more work done with the same budget and team.

2. Improved Visibility and Accountability: Get a real-time picture of project progress. This transparency helps you make timely interventions and ensure everyone stays on track.

If you're not already using project management software, I strongly encourage you to start exploring your options. It will equip you with the tools you need to consistently deliver projects on time, within budget, and to the highest quality standards.

You can find more details on each of these items in the 8 reasons to use project management software.

How Do You Implement Project Management Software?

Implementing project management software will look very different depending on the size of your organization.

For a small company, it's counting how many people need access to the software, buying the licenses, and configuring the product.

For a mid-sized organization, it triggers a change management project. You have to plan for a new tool because you may already have a system in place. This system (good or bad) currently works, and people are used to it. Therefore, a PM tool implementation involves meeting with the users affected by the change and getting buy-in from stakeholders.

For a large corporation, it means change management plus strategy. At an enterprise level, your decision on a new tool implementation involves reviewing the tool and how it impacts the users, projects, company goals, and strategy. Add to that the security requirements of an implementation of this scale, and suddenly it's not that straightforward.

Whatever the size of your organization, I suggest you schedule a demo and meeting with the vendor. Then, ask for available training services and if they support the initial product configuration. Finally, run some numbers and make sure you have enough money to support this implementation and a bit more (planning for growth).

Please note that this is the case for online project management software and not on-premise. Hosting services on your servers will require extensive planning, no matter the company size.

What Can You Do With Project Management Software?

Project management software allows you to streamline your work.

Should I Choose Software Based On My PM Methodology?

The short answer is yes. Your PM methodology will directly relate to the features you need to complete projects successfully. Therefore, it will influence your choice of software to use.

A traditional methodology like Waterfall, will demand you have access to a task list, dependencies, and milestones. Meanwhile, an agile methodology like Kanban will require a board view where you can visually arrange tasks according to project stages or collaboration features that allow your team to coordinate efforts better.

Having said that, if you are familiar with project management pricing, you can already tell that a Kanban board view is a feature that prevails in higher-tier plans. Consequently, it will impact your budget and, ultimately, your decision of which software to choose.

What Is The Easiest Project Management Software To Use?

The easiest project management software is the one that is easy to use and learn. And although this might be different from person to person, I do have a list of some tools that fit this criteria, like Wrike, monday.com, and Hive.

In this list of the easiest project management software, I compare them and give them start ratings based on ease of use and available documentation.

What Is The Best Project Management Software For Small Business?

The best project management software for small business is Zoho Projects or any other tool like it. A solution that offers a decent amount of features for a low price per user, and can scale with you as you grow.

What Is The Best Project Management Software For Large Organizations?

The best software for large organizations is one like Adobe Workfront. A software that keeps your information safer than the secrets inside Area 51. Also known as enterprise project management software, this is the top-tier offering of any vendor and usually requires you to schedule a demo before you have access to pricing information.

What's The Best Free Project Management Software

Honestly, there aren't any really good free project management software options for managing projects with teams. If you're managing a project by yourself you'll find a few tools that offer free plans for 1 user. If you are interested in a list of free and freemium options, have a look at our list of free project management software. You'll find free project management software - isn't really free - it has its limitations. While some restrict the number of users, others limit the number of projects, file storage space, or offer less knowledge support for you to learn to use the software.

If you're really strapped for cash, you can use Google Workspace or Microsoft Office (Excel, PPT, and Word) if your company is already paying for it. But you're going to find it tough.

Otherwise, open source project management software exists, like ProjectLibre, but it comes at a cost, usually in terms of usability and functionality. Being community supported, free versions have limited functionality and without paying, do not have the customer support level of a paid tool. the open-source learning curve to be a little steeper since there's less support for community versions of the software.

Security And Data Privacy Within Project Management Software

Security and data privacy are critical in project management software to protect sensitive information, comply with regulations, build trust, prevent unauthorized access, maintain data integrity, ensure business continuity, and minimize both internal and external threats.

Therefore, improper security measures mean this data can be vulnerable to unauthorized access, theft, or breaches, potentially leading to significant financial and reputational damage.

Here are some of the security features you can expect to see:

Compliance with European standards: With GDPR came a revolution in how SaaS companies handle data privacy for their customers. The common theme is for these companies to work with the hosting services of massive companies, like Amazon, and have servers in different parts of the world.

Data encryption: Data encryption to keep your information hidden from 3rd parties. This encryption is normally in transit and at rest. This means your information is protected while being sent or simply stored.

Security certifications: Expect the vendor to be certified in ISO 27001, SOC2 Type I, Type II, CSA STAR, and similar.

Some vendors will be more transparent than others when displaying their security and data privacy information, but they all have it. If you cannot see that right away, ask for clarification during your demo call.

Other Project Management Software Reviews

We've curated specific lists for you to find the perfect project management apps and PM tools by category.

What's Next?

Choosing a project management software can be very hard. Remember that if you want to have more information about a specific use case, you can always schedule a demo with the vendor. This will clarify how the tool can solve the particular problems you are trying to solve.

The Digital Project Manager has tons of useful content to help you win at work! You can stay up to date by subscribing to the Insiders Newsletter. New content and interesting PM-related conversations will drop into your inbox every week.

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15 Best Project Management Software Picked For 2024

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Shortlist of the best project management software for your team. Compare features, pros + cons, pricing, and more in our complete guide.

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What does a project manager do? | Association for Project Management

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A project manager leads the day-to-day management of a project & must be competent in the six key aspects. Read more from APM, experts in project management.

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K7: Roles and responsibilities in project management  

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K7: Roles and responsibilities in project management  

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ProjectManager

Managing a project is a team effort that involves several key project roles and each has its own responsibilities so everything can progress as smoothly as possible. Before you begin that project, take a moment to understand the project management roles and their responsibilities so you can assemble an effective project team.

However, getting the right people to fill your project roles is only half of the work. Then, you'll need to give them the right project management tools. ProjectManager is project management software that helps you streamline your project planning, scheduling and tracking in real time. Robust Gantt charts, kanban boards, resource management tools and more allow anyone in the project team to be part of the project management process. Get started today for free.

Now let's review 15 critical project roles and their responsibilities in the project life cycle. Some of these project management roles are individual roles and others involve multiple participants.

1. Project Sponsor

While there might be a superior position, like executive sponsor, for most projects there's a project sponsor sitting on top of the project roles pyramid. This is the person who's deeply invested in the project and its success.

The project sponsor is in direct communication with the stakeholders which is the reason the project has been initiated. They tend to monitor the budget and hold the purse strings of the project. They also have the final say in making any project decisions, which include resources.

The project manager reports to the project sponsor and helps with the project charter, which is a statement of scope, objectives and people involved in the project.

2. Project Manager

The project manager is the one who's responsible for the project. They plan it, develop a schedule, assemble a project team and manage their workload throughout the project's life cycle. Project managers are also responsible for managing risk and the budget.

The project manager is the one who drives the project forward, but they're not working independently. They collaborate with multiple project roles and are also responsible for reporting on progress to the project sponsor and any stakeholders who also have a vested interest in the project.

The project manager is the point person for vendors and independent contractors, creating contracts and managing their services. You can think of the project manager as a bridge that connects the executives or clients to the project team working on the project deliverables.

3. Senior Project Manager

A senior project manager is an experienced professional in the project management field. Senior project managers are usually employed by large organizations that have an extense project portfolio. Senior project managers oversee the planning and execution of programs and large-scale initiatives that require the cross-functional collaboration of several departments of an organization.

Senior project managers may work in many different industries such as construction, manufacturing, retail or technology-related fields. It's important that they demonstrate specific knowledge of their industry and years of experience proving their capability to deliver successful projects of that kind.

4. Project Coordinator

Often there's a go-between that helps facilitate the project manager's job in terms of project operations. They'll work with the project team and are especially helpful when there are remote teams working in different time zones on the same project. The project coordinator helps to keep the operations running smoothly for the project manager and the project team.

5. Project Administrator

Project administrators support project managers, project coordinators and project analysts, so they're usually employed by large organizations that have multiple project roles and a large project portfolio. Project administrators, as their name implies, are in charge of administrative tasks such as making reports, planning meetings and facilitating team collaboration activities.

6. Project Analyst

Project analysts act as support to project managers, program managers and PMOs. They're responsible for gathering and analyzing data for project management decision-making. Project analysts facilitate the work of other project management roles by creating reports and project documentation, analyzing databases, doing quantitative and qualitative research, among other similar activities

7. Project Director

Project directors lead project management teams and external parties such as contractors, sub-contractors and other individuals who participate in the execution of a project. In addition to this, they are the liaison between projects and key stakeholders in companies. Their scope is wider than project managers, as they can oversee multiple projects and are in charge of resource management decision-making. Project directors also oversee project managers and other project roles when it comes to areas such as quality management, performance reporting and budgeting.

8. Project Management Consultant

A project management consultant is a project management professional that offers their services to external organizations and works for finite time periods that are defined by a contractual agreement. Project management consultants might be part of project management consulting firms or might work as a freelancer.

9. Project Officer

This project management role is similar to that of a project coordinator, project administrator or project assistant. Project officers are in charge of administrative tasks and organizational aspects of running a project, such as creating and managing project documentation, scheduling project meetings, managing relationships with vendors and contractors, supporting project team members, among other duties.

10. Project Executive

Similar to a senior project manager, a project executive is an experienced project management professional who leads the project management efforts of an organization. They usually work for project-based organizations that have a project management office (PMO). They make high-level decisions related to staffing, purchasing and strategic planning and are responsible for the success of projects, programs and other large-scale initiatives.

11. Creative Project Manager

A creative project manager is a project manager who's in charge of the planning, scheduling and tracking or creative projects in marketing and advertising. A creative project manager might be employed as an in-house project management expert to lead creative projects or can be part of a creative agency. Besides the traditional functions of a project manager, a creative project manager acts as the liaison between the creative team and the project stakeholders to deliver successful projects.

12. Change Control Board

A c hange control board or change review board is a group of project management team members who are in charge of approving changes to the project plan. This board is critical for filtering change requests because otherwise team members or stakeholders could make changes to the project plan, which if left unnoticed, could greatly affect the project schedule or budget. The project roles that can be part of this change control board can vary from one project to another, depending on the size of the organization.

13. Steering Committee

A steering committee is an advisory board that has governance over an organization or project. Steering committees are formed by a cross-functional team of executives. Steering committees oversee project management teams and ensure projects are aligned with their organization's strategic goals and business objectives.

14. Project Management Office (PMO)

Sometimes an organization will have a segment devoted to developing a set of standards and policies to govern their project management and to make sure those standards and policies are being followed. This tends to occur only in larger organizations, which might not always apply.

However, if it does exist the project management office will decide on the processes used in a project and how to follow them. The PMO will also archive the project for historical data, collecting and analyzing its results. Project managers are supported by the PMO.

15. Project Team Members

These are the people who execute the tasks assigned to them by the project manager. There can be a team lead, who manages the team, who the team reports to and who in turn reports their progress to the project manager. In general, all team members are on equal footing.

The project team members have skills relevant to the project and can work with varying degrees of autonomy depending on the project management methodology that's used in the project. They're responsible for executing their tasks and updating their statuses to the project manager to track the overall project progress.

Project Management Templates

ProjectManager isn't only one of the best project management software in the market, it's a hub of project management templates, blogs, videos and guides. Here are a few free templates for anyone on the project management team.

While some members of the project management team are not involved in the process of creating a project plan, they're all informed about it to some degree. This free project plan template is a great place to start creating a simple project plan anyone can understand.

The project budget is a key project management document that sets the limits for spending on a project. This free project budget template helps project managers create a project budget that can easily be shared with stakeholders and other project management roles.

Gantt chart templates are versatile tools that can be used by project managers, program managers, PMOs and team members. This free Gantt chart template for Excel is ideal for any of these project roles.

How ProjectManager Helps Everyone on Your Project Team

The project team needs project tools to help them work more effectively and track progress. ProjectManager is award-winning project management software that's packed with features that help everyone working on the project.

Live Project Tracking Updates

Let's start with the project sponsor. They're interested in how the project is progressing against where it should be in the project plan. When team members update their statuses on ProjectManager, that data instantly reflects throughout the software. Project sponsors aren't interested in the nitty-gritty, so a real-time dashboard gives them a bird's-eye view of the project's progress as it's happening.

Gantt Charts for Project Planning & Scheduling

When it comes to planning and scheduling the project, project managers will find the online Gantt chart tool especially helpful. Task lists on spreadsheets are easy to upload and can open up in ProjectManager as a new project. Then just add the task duration and it populates a timeline. From here, the project manager can make milestones, assign team members tasks and even attach relevant documents and images for direction.

Resource Management Calendars

Of course, project managers need more than just tools to monitor the project. They need to reallocate resources to keep things moving smoothly. ProjectManager has tools to manage tasks and resources to see if team members have enough work. Reallocate their workload from the workload page.

Related Content

ProjectManager offers a wealth of resources for all roles in project management. We have hundreds of tutorial videos and blog posts that cover all aspects of project management.
ProjectManager has tools for every project role. Online software means ProjectManager is reflecting the actual project as it's happening, so better decisions can be made. No matter what your project role is, there are features that can help you do your job better. See for yourself by taking this free 30-day trial today.

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15 Key Project Roles & Their Responsibilities

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Managing a project can seem complicated. But when you give everyone a specific project role, you can better control the outcome.

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A business case provides justification for undertaking a project, programme or portfolio. It evaluates the benefit, cost and risk of alternative options and provides a rationale for the preferred solution.

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Ensuring the success of your business case

Ensuring the success of a business case requires careful planning and execution. Here are some key steps to help ensure the success of your business case:

1. Conduct thorough research and analysis: Gather all relevant information and data to ensure that your business case is well-informed and persuasive.

2. Involve all relevant stakeholders: Ensure that all stakeholders are involved in the development of the business case, including decision-makers, subject matter experts, and end-users.

3. Be clear and concise: Make sure that your business case is clear, concise, and easy to understand. Avoid using technical jargon and use simple, straightforward language.

4. Focus on the benefits: Highlight the potential benefits of the initiative, including financial and non-financial benefits.

5. Monitor progress: Regularly monitor the progress of the initiative and make any necessary adjustments to ensure success.

By following these steps, organisations can ensure that their business case is well-structured, persuasive, and provides a clear path to success.

Business case and organisational decision-making

The business case can have a significant impact on organisational decision-making. It presents a proposed solution to a business problem, backed by data and analysis, and lays out the costs, benefits, and risks associated with that solution.

This information helps decision-makers weigh the options and make informed choices that align with the organisation's goals and objectives. A well-crafted business case can provide a roadmap for implementation, help secure buy-in and support from stakeholders, and increase the chances of success.

In short, a business case can help organisations make better decisions, achieve desired outcomes, and maximise return on investment.

Monitoring and evaluating your business case

Monitoring and evaluating a business case is crucial to ensure its success and to make necessary adjustments. Regular assessments help track progress and determine if the proposed solution is delivering the expected outcomes.

Comparison of actual results with the expected results highlights areas of improvement and provides valuable insights for future business cases. Regular evaluations also ensure that the business case remains relevant and aligned with the organisation's changing priorities and objectives.

In conclusion, monitoring and evaluating the business case ensures that the investment made in the solution is delivering the desired results and that the organisation is getting the maximum value for its investment.

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Importance of a Business Case | Knowledge Train

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Click to read this article about the importance of a business case to investment decisions on projects and programmes.

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K13: Stakeholder Analysis and Management 

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K13: Stakeholder Analysis and Management 

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In the past, companies have predominantly been managed with an eye to the financial returns for shareholders.

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Stakeholder communication is an important skill for every project manager and organizational leader - whether they realize it or not.

Communicating effectively with your stakeholders can make all the difference when it comes to building strategic relationships, increasing your influence, making smarter decisions, and managing risk. On the other hand, if you find yourself dealing with low engagement, greater risk, missed opportunities, damage to your reputation, and even legal issues... stakeholder communication may be the culprit.

Ready to build your skills and knowledge in stakeholder communication? We've covered all the basics you need to know, along with some advanced tips and best practices to help you improve communication with your stakeholders.

What Is Stakeholder Communication?

Stakeholder communication refers to the methods organizations use to share information and engagement opportunities with stakeholders - the people and groups that are impacted by, have an influence on, or an interest in your project or organization.

It can also refer to the methods stakeholders use to reach an organization with questions, concerns, and feedback.

Common methods of stakeholder communication include:

Communication is an important part of stakeholder engagement and management , as it enables organizations and stakeholders to share information, manage expectations , and build a shared understanding.

What Are the Benefits of Stakeholder Communication?

Chances are, you already communicate with some of your stakeholders, some of the time. But is it worth putting more resources towards improving your communication, honing your targeting, or reaching a larger stakeholder group? The benefits speak for themselves...

Building Trust

Firstly, stakeholder communication has a key role to play in building trust between an organization and its stakeholders. And trust is key to building strong stakeholder relationships - the kind of relationships that can deliver a lot of value to both parties.

Regular updates can demonstrate that an organization has nothing to hide, and visibility into the project, plans, and performance can help to create transparency and openness.

At the same time, showing up consistently with email updates, letters, and other forms of communication can help stakeholders trust the organization to deliver on their promises and respond to any questions and concerns.

Improving Decision-Making

Regular stakeholder communication can also support better decision-making - for both the organization and its stakeholders.

When you keep stakeholders informed and give them opportunities for two-way communication, their comments can have a genuine impact on your project (especially when you engage them early on in the project). On the other hand, if you only communicate with a small, select group of stakeholders, you risk missing important perspectives on the project, potential roadblocks you'll need to overcome, and impacts on your project timeline.

For example, you could interview local residents to discover how they might use a proposed new road. But many of the road's future users will also include families, school communities, and employees who are travelling from other areas. And their input on the project might reveal that in order for the road to be future-proof, it would need several key changes that residents had not mentioned, such as parking, wider areas, and links to an existing transit corridor.

Essentially, the more you know, the better your decisions can be.

Ensuring Accountability

Regular communication between an organization and its stakeholders can also help to improve accountability . This goes both ways - greater transparency and openness can help keep an organization accountable to its values and promises, but it can also keep stakeholders accountable to fulfil their part of the project.

For example, a project manager might need to manage several stakeholders that are involved in a construction project. By keeping in touch with those stakeholders on a daily basis via meetings, phone calls, or messages, they can check on progress, remind people about upcoming milestones, and keep the project moving forward.

Best Practices for Stakeholder Communication

Ready for a more strategic and mature approach to your stakeholder communication? We've found that the following best practices can help any organization communicate more effectively with their stakeholders:

Identify Stakeholder Needs

First thing's first: the better you know your stakeholders, the more effectively you'll be able to communicate with them. Put yourself in their shoes and consider:

What sort of communication do they want or need?

How often might they want to hear from you?

What are their goals?

What issues do they care about?

What do they expect from you?

What's relevant to them?

By only sharing relevant information, it's more likely that your stakeholders will pay attention when they hear from you - and equally, more likely that they'll respond to your communication.

If you haven't already, now is a good time to conduct a stakeholder analysis and note down any relevant findings, such as the issues that each stakeholder is concerned about and any specific expectations they may have.

Choose the Right Channels

You can't talk about stakeholder communication without addressing the elephant in the room - that these days, there are an ever-growing number of channels available for communicating with stakeholders. Most organizations don't have the resources to communicate and manage responses on every channel. So, it's important to be selective and choose the right channels.

During your stakeholder analysis, find out where your stakeholders prefer to receive communication, what type of communication they expect to receive on different channels, and how often they'd like to hear from you.

For instance, you might find these communication channels are suitable for the following types of communication:

Email - Longer-form, regular updates about the project to interested stakeholders who are subscribed to receive updates (learn more about how to write engaging emails )

SMS - Short updates about an immediate or last-minute event that impacts stakeholders

Phone calls - Personalised meetings (as needed) to discuss the project with key stakeholders

Social media content - Short updates or news with information that's relevant and engaging for a broad range of interested stakeholders (learn more about using social media to engage stakeholders )

Meetings or events - Presentations with information for key impacted/interested stakeholders, and opportunities to chat and ask questions one-on-one (typically held early on in the project)

Direct message (e.g. Slack) - Sharing discussions and updates (as things happen) with internal staff and contractors who are involved in or have an influence on the project

In your stakeholder communication plan, note the channels you plan to use and how you plan to use them.

Encourage Feedback

Your stakeholder communication should leave plenty of room for feedback from stakeholders. This means providing multiple ways for stakeholders to get in contact (phone, email, face-to-face, messaging, comments, etc.), along with opportunities to participate in the project or engagement process. It could be as simple as sending out stakeholder surveys to get feedback on your plans, or you may host meetings, focus groups, and events where stakeholders can contribute their ideas and perspectives.

Stakeholder feedback will help you gain valuable insights into your stakeholders and project - as well as insights into how you can improve the engagement as you go (or in future).

Your stakeholders are likely to be busy people and short on time. So encourage them to leave feedback by:

Engaging in conversation with your stakeholders

Responding to their questions and comments

Reporting back on what stakeholder feedback you've received

Demonstrating how it has influenced your decision-making

Establish a Cadence

Consistency is key, and your communication with stakeholders should be regular and predictable. This is important to ensure your stakeholders receive timely updates about the project - and to build confidence that you will continue to show up.

When you're planning your stakeholder communication, note down how often you plan to communicate via specific channels. It'll depend on the channels you choose and how you use them, but as a general rule, the following cadence is typical for these channels:

SMS - As needed for timely notifications or events

Email - Weekly, fortnightly, or monthly updates

Letters - Monthly or quarterly updates (or one-off updates)

Events - Typically concentrated early on in the process, or at major milestones

Social media - Aim for status updates every day or several times per week

Phone calls or messages - Typically on an individual and as-needed basis

Once you establish a cadence for each channel, try to stick to it for the duration of the project.

Track All Communication

You should be tracking all your stakeholder communication in your stakeholder system. Depending on your organization and project, this may be a requirement for compliance, demonstrating that you have genuinely engaged with stakeholders. But tracking all the communication that goes out (and the responses you get from stakeholders) is also important to ensure you and your team have context for future stakeholder conversations and engagements, without having to rely on memory.

Having easy access to this past information (and referencing it) will:

Demonstrate that you're paying attention

Help you keep your communication relevant

Show that you genuinely care about your stakeholders

Reduce the likelihood of repeating the same information/question twice

Help you build stronger relationships with stakeholders

If you already have stakeholder relationship management software, make sure you keep an up-to-date record of all emails, messages, and conversation notes inside your software, attached to the relevant contacts.

Monitor Engagement

Finally, it's important to regularly analyze your stakeholder communication so that you can refine your approach, focus your time on the most effective channels and messages, and apply your learnings to future engagements. Depending on how you've been communicating with stakeholders, this could involve looking at the level of engagement/shares on social media, email opens/replies, changes in sentiment over time, and more.

By the way, if you use Simply Stakeholders to manage your stakeholders, our AI-driven sentiment analysis can qualitatively analyze your stakeholder communication to determine how stakeholders feel about an issue!

A Better Way to Manage Stakeholder Communication

Looking for a tool to help improve your stakeholder communication? Simply Stakeholders is designed to simplify stakeholder management with features like contact records, analysis, stakeholder mapping, issues tracking, sentiment analysis, and integrations with communication tools.

Learn more about how it works or reach out to the team if you'd like to see our product in action.

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Stakeholder Communication: Benefits, Best Practices, and Management

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Stakeholder communication is an important skill for every project manager and organizational leader - whether they realize it or not. Communicating effectively with your stakeholders can make all the difference when it comes to building strategic relationships, increasing your influence, making smarter decisions,

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Information management is the collection, storage, curation, dissemination, archiving and destruction of documents, images, drawings and others sources of information. APM Body of Knowledge 7th edition

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Managing risk in projects - PMI UK Chapter Oxford Branch meeting

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Scope and purpose

This strategy applies to:

the Department for Education (DfE), its agencies and public bodies

the education and children's services systems in England - including:

early years

schools (and independent schools where applicable)

further education

higher education

children's social care

DfE has an important role to play in all aspects of sustainability. But the area in which we have the most work to do is reducing our environmental footprint, particularly in the drive to achieve net zero.

While the policies set out here are focussed on the environmental aspect of sustainability, this is done with consideration for how those policies will interact with the social and economic aspects of sustainability.

The UK government and the devolved governments (Northern Ireland, Scotland and Wales) are committed to climate action, and we will work together in our international action. The targets and strategic aims set out relate to England.

It brings together short, medium and longer-term actions that will enable us to make progress towards achieving our 4 strategic aims and overarching vision. It is a strategy to 2030.

Action will be reviewed and updated annually to respond to new opportunities, scientific updates, evidence and data.

This strategy has been informed by:

Foreword
Secretary of State for Education, the Rt Hon Nadhim Zahawi MP
Since spring of 2020, the British education system faced its most challenging period for generations: sustaining learning through a pandemic. The whole sector met this challenge with great resilience. Now, the UK must show the rest of the world how our education system can transition out of the pandemic and, in doing so, face the even greater environmental challenge ahead of us, by Building Back Greener.

We have promised to level up the country, to boost economic growth, encourage innovation, create good jobs and enhance educational attainment so all may share equally in our nation's success. To achieve this in a world influenced by the effects of climate change, we must level up within a context of sustainability, giving all children, young people and adults the knowledge and skills to thrive in the green economy and to help restore nature.

The challenge of climate change is formidable. For children and young people to meet it with determination, and not with despair, we must offer them not just truth, but also hope. Learners need to know the truth about climate change - through knowledge-rich education. They must also be given the hope that they can be agents of change, through hands-on activity and, as they progress, through guidance and programmes allowing them to pursue a green career pathway in their chosen field.

I would like to thank the large number of people that have worked with us in developing this strategy. The feedback from young people, educators, academics, leaders, governing bodies and experts has been invaluable in shaping this first step on our journey. By continuing to work together in the delivery of the strategy we will seek further opportunities to build on the action set out and update on shared progress annually.

I am confident that together we will support net zero through skills and decarbonisation; play a significant part in nature's recovery; build an education system resilient to climate change; and, provide the truth and hope that young people need to flourish in our changing world.

Context

The UK requires the education sector to play its role in positively responding to climate change and inspiring action on an international stage. This strategy sets out ambitious activity to respond to recommendations for education from the:

It supports the delivery of the government's 25 Year Environment Plan and Net Zero Strategy. It includes how we will meet legislative requirements and work in the context of:

the United Nations' 17 Sustainable Development Goals and UNESCO's 'Education for Sustainable Development (ESD) for 2030' which set out the key role of education in the successful achievement of the goals

the Paris Agreement and Glasgow Climate Pact, which are important steps towards keeping the goal of 1.5 degrees Celsius alive

Action for Climate Empowerment (ACE) which includes taking action to empower society to engage in education and training

the United Nations Convention on the Rights of a Child (UNCRC) ensures the needs and views of children are taken into account in the development of climate change policies

the UK Climate Change Act (2008) and National Adaptation Programme (NAP), which include action for education in adapting to climate change and require progress reporting against priority risks

UK government legislation to meet net zero by 2050 - the UK is the first country to set legally binding carbon budgets, placing a restriction on the total amount of greenhouse gases the UK can emit over a 5-year period. In the latest, Carbon Budget 6, the UK legislated to reduce emissions by 78% by 2035 compared to 1990 levels

the Environment Act (2021) reflects the need to tackle climate change through nature-based solutions - following the close of the targets consultation in May 2022, government will set statutory targets for air quality, biodiversity, water, resource efficiency and waste reduction, and a new target to reverse the decline in species abundance by the end of 2030, while the act also strengthens the biodiversity duty on public authorities, including the Department for Education

the cross-government 25 Year Environment Plan, which commits to encouraging children to be close to nature both in and out of school

The challenge and the opportunity

Children and young people are worried about climate change and want to know more about:

the impact it is having now

how it will impact their future lives

DfE and the education sector have a joint responsibility for preparing children and young people for the challenges and opportunities they will face - with the appropriate knowledge, skills and pastoral care.

Education

Through education we have the privilege to be able to engage directly with children and young people who:

Through their learned and lived experiences from early years to further and higher education, we will provide opportunities to develop a broad knowledge and understanding of the importance of nature, sustainability and the causes and impact of climate change and to translate this knowledge into positive action and solutions.

In the UK, there are more than 16 million children, young people and adults in education. The enthusiasm of youth can inspire the whole of society to work together at the start of this crucial decade for the planet.

Green skills and jobs

Green jobs will not be niche. We anticipate that sustainability and climate change will touch every career.

The UK government's Net Zero Strategy will support the transition to net zero and 190,000 jobs by the middle of the 2020s and up to 440,000 jobs in 2030. The increased investment and legislation for nature's recovery driven by the Environment Act will also create many green jobs in the nature sector. Our programmes will provide the opportunity for people of all ages to train, retrain or upskill to go into green careers.

Learning from and connecting with nature

The Economics of Biodiversity: The Dasgupta Review states that 'connection with nature declines in childhood to an overall low in the mid-teens. Creating an environment from an early age where we are able to connect to nature is essential for self-enforcement in protecting and valuing nature'.

We will increase opportunities for all children and young people to:

spend time in nature and learn more about it

become actively involved in the improvement of their local environment

We know that regular contact with green spaces can have a beneficial impact on children's physical and mental health. However, access to green space is not equal and we must do more to ensure that all children have opportunities to benefit from access to green space and build connections with nature.

Buildings

Climate adaptation and decarbonisation activity in nurseries, schools, colleges, universities and care buildings can provide powerful learning opportunities. Young people can:

Seeing sustainability brought to life in the buildings around them will allow children and young people to gain experiences which will enhance and contextualise their learning.

Leading by example: cutting energy bills and carbon emissions in the public and higher education sectors shows that schools and universities represent 36% of total UK public sector building emissions.

Costs are also significant and rising. Data sources and interpretation - schools financial benchmarking shows that in 2019 schools alone were spending around £630m per annum on energy and we expect today's figure to be far greater. To reduce energy usage and achieve legal targets for carbon emissions we need to:

get a better understanding of the scale of the problem across the sectors through standardised reporting

drive action based on evidence

Adapting existing buildings and designing new ones to respond to climate change and reduce emissions will undoubtedly be a significant challenge.

By developing and delivering evidence-based solutions for decarbonisation and climate resilience we will:

reduce energy demand

adapt to climate risks

drive innovation in construction

act as a catalyst for green jobs

deliver savings

We will also drive a wide range of additional benefits that will contribute to a vibrant and resilient education community, including:

International

Through learning from others and sharing our own expertise internationally, we will be more effective and innovative. Sustainability and climate change are global problems which require collective efforts and evidence-based solutions.

Vision and aims

Vision: the United Kingdom is the world-leading education sector in sustainability and climate change by 2030.

In England, we will achieve this through the following strategic aims:

1. Excellence in education and skills for a changing world: preparing all young people for a world impacted by climate change through learning and practical experience.

2. Net zero: reducing direct and indirect emissions from education and care buildings, driving innovation to meet legislative targets and providing opportunities for children and young people to engage practically in the transition to net zero.

3. Resilience to climate change: adapting our education and care buildings and system to prepare for the effects of climate change.

4. A better environment for future generations: enhancing biodiversity, improving air quality and increasing access to, and connection with, nature in and around education and care settings.

Guiding principles

Partnership and collaboration

Success depends on DfE and stakeholders from across the sectors working together.

We know there are many organisations working to improve sustainability and mitigate against climate change, so we will seek opportunities to:

work with others who share our objectives

extend and amplify existing good practice and initiatives

We will also facilitate partnership across the sectors to maximise the use of resources, expertise and ideas to achieve more effective outcomes.

Evidence and insight

Evidence will be at the heart of our activity. By 2023 we will develop and publish a framework to evaluate the impacts of the actions set out within the strategy.

We will also work with the sectors to develop reporting frameworks and processes to ensure strategic decisions can be taken at every level. While mandatory reporting is not currently set out within the strategy, this decision will be kept under regular review. The decision to mandate is subject to uptake and legislative reporting requirements in line with government's Net Zero Strategy.

We will work together to set science-based targets from 2025, ensuring we play our part in reducing public-sector emissions against a 2017 baseline by:

50% by the end of Carbon Budget 5 (2032)

75% by the end of Carbon Budget 6 (2037)

There are many opportunities to improve sustainability and impact climate change. Ensuring we learn before we leap, we will work across the sector to research, test and pilot with:

As our evidence base for what works grows, we will prioritise funding where it will have greatest impact.

Leadership and support

Sector representatives have called on DfE to provide greater leadership in sustainability. We will work across government and intervene where we add value (for example through sector-wide data gathering, reporting, funding and guidance). Wherever possible we will facilitate autonomy and foster innovation.

Sector leadership and institution-level accountability for sustainability will be key for success. We will continually seek opportunities to share best practice and provide support for those leading at a local level.

A whole system approach

Together we will make the greatest impact. We will adopt a systems-based approach and ensure our initiatives are delivered via action areas to deliver outcomes for the education system, rather than focussing on specific age or sectors.

By taking a holistic view of education (from formal and extracurricular learning opportunities, the physical buildings and surroundings, to the way in which they operate) we will positively improve the environment. At the same time we will influence and inspire, not only those that use the settings, but the communities around them.

Initiatives to drive the strategy

We have carried out work with sector representatives and experts to develop initiatives that bring together activity to drive the strategic aims:

National Education Nature Park

By considering the whole physical education estate as a virtual National Education Nature Park, we have a unique opportunity to:

The National Education Nature Park will:

This will help connect and amplify the excellent work already happening in this area through many national and local stakeholders and community groups.

As their work starts to have an impact, the young participants will upload their progress on the park's digital mapping services. They will be able to:

see how the park is 'growing', while increasing their knowledge of species

develop important skills, such as biodiversity mapping, data collection and analysis

The nature park's online hub will enable the sharing of best practice across the education estate. With time, it will go beyond biodiversity to show impact and climate resilience, including flood, overheating and air quality status of the estate.

A number of universities will support the launch of the National Education Nature Park by:

Climate Leaders Award

A Climate Leaders Award will complement classroom learning and allow us to celebrate and recognise education providers, children and young people for:

developing their connection with nature

making a real contribution to establishing a sustainable future for us all

The award will provide a structured route through existing awards in this area, such as the John Muir Award, Duke of Edinburgh's Award, Junior Forester Award and others.

Participation will enable children and young people to acquire credits towards the prestigious Climate Leaders Award. This will be recognised and valued as supporting progression to employment and further study.

In the Children's People and Nature Survey for England: Summer holidays 2021, more than 8 in 10 children and young people (85%) agreed that being in nature made them very happy. However, the same study showed that:

children spend less time outdoors as they get older

feelings of connection to nature decline with age

We want all young people to feel connected to their local environment and see improvements in biodiversity. In the design and implementation of the park and award we will take steps to drive participation among more disadvantaged children and young people. We will also ensure all children and young people, whether they live in an urban area or rural one, have opportunities to feel empowered through practical positive action.

The National Education Nature Park and Climate Leaders Award:

are being designed and developed with young people, sector representatives and stakeholder organisations

will build on the learning and experience of the Year of Green Action

They will feed in ideas for making the initiatives as inclusive, impactful, and engaging as possible and will also consider the best names for the programmes. The park and award will be launched in autumn 2022.

Sustainability leadership

Throughout the development of this strategy, we have received feedback from the sector that they have seen the greatest impact and success in developing and delivering a whole-setting approach to sustainability and climate change when there is co-ordination and leadership of activity at a local level - with the support of senior leadership teams and governors.

Through our engagement to date, we have been consistently told that to do this best, they need more support to:

We recognise the impact of the pandemic and the priority need for education catch up. We know that for every setting, the ability, or the way in which they are able to engage with sustainability and climate change may differ. While our end goal is for all settings to have a sustainability lead owning a climate action plan (to include curricular and extra-curricular activity, procurement, adaptation and decarbonisation plans), we are keen to:

develop a facilitative approach to sustainability leadership

test where support makes the most impact

The National Climate Education Action Plan has already brought together 16 organisations and universities with STEM Learning, aiming to encourage their staff to become Climate Ambassadors to support schools and further education institutions. We will work with them to test an approach that includes support in:

climate education

accessing public and private funding

engaging in the National Education Nature Park and Climate Leaders Award

reporting emissions

developing and delivering Climate Action Plans for individual settings

As part of this approach, we will include the provision of carbon literacy training for all sustainability leads in every nursery, school and college by 2025. We will encourage a joined-up approach to leadership which brings together children, young people and governors.

Action area 1: Climate education

We know that young people are eager to:

create a greener, sustainable world

tackle both the causes and impact of climate change

We will empower all young people to be global citizens, through a:

better understanding of climate change

greater connection to nature

Practical opportunities to participate in activities to increase climate resilience, reduce carbon impact and enhance biodiversity will enable children and young people to translate knowledge into positive action to improve their local communities, their country and the planet.

1. Learning about the natural environment

Building on a foundation of fundamental numeracy, literacy and broad academic knowledge, all children learn about:

From birth to 5 years old, the early years foundation stage (EYFS) framework ensures that all children develop an understanding of the world and the natural environment.

As they progress through primary and secondary school, children and young people continue to build on this knowledge through science, geography and citizenship programmes within the national curriculum. Existing GCSEs such as design and technology, food preparation and nutrition, and economics contain opportunities for students to be taught about the environmental and sustainability context of the processes and principles underlying these subjects.

By 2025 we will aim to introduce a natural history GCSE, giving young people a further opportunity to engage with and develop a deeper knowledge and understanding of the natural world. In studying this GCSE, young people will explore organisms and environments in more depth, gain knowledge and practical experience of fieldwork and develop a greater understanding of conservation.

An environmental science A level is already available for those that have a keen interest in the sustainability of our planet and wish to build on their scientific knowledge of the interconnection of human activities with natural systems.

From 2022, to assess the impact of our action, we will introduce an annual climate literacy survey to benchmark progress in improving the climate knowledge of school leavers.

For those that continue their studies in further and higher education, there are many excellent opportunities to gain a more in-depth knowledge into sustainability and climate change. Many further and higher education providers are already taking steps to embed the relevant teaching of sustainability and climate change across the full range of their courses.

We will continue to identify appropriate opportunities to align climate education with the Education for Sustainable Development (ESD for 2030) framework.

2. Support for teaching

World class teaching will ensure all children and young people get the best possible climate education. The schools white paper sets out how we will provide an excellent teacher for every child, by giving every teacher and school leader access to world class training and development opportunities, including the first-ever national professional qualification (NPQ) for early years professionals.

Through our engagement with the teachers and representative bodies, we have heard that more support in teaching about climate change and in navigating the many different resources available is also needed. Therefore, recognising the importance of building confidence as well as capability, we will provide additional support to teachers of all levels.

From 2022 we will:

include climate change and sustainability in science teachers' continuing professional development ( CPD) to ensure all young people receive high-quality teaching on the scientific facts about climate change and environmental degradation

include content on sustainability when DfE is tendering for new CPD, (where it is relevant to the subject area)

deliver pilots through the National Education Nature Park, which will test an approach for sharing university climate expertise and learning opportunities with colleges, schools and nurseries

share best practice, demonstrating how sustainability and climate change has been incorporated into teaching (and how it has enriched the broader curriculum, where it is relevant) in early years settings, schools, colleges and universities, so teachers and leaders can consider how best to integrate within their own settings

consider where further steps could be taken to support the teaching of sustainability in relevant subjects, for example, the circular economy in design and technology, sustainable chemistry in the sciences, and through the learning initiatives being taken forward in the Government Food Strategy

continue to work with higher education to identify opportunities to work together to further enhance best practice in teacher training and the teaching of sustainability within university courses

promote and share relevant teaching resources from other government departments, including the Department for Environment, Food and Rural Affairs ( DEFRA), the Waste and Resources Action Programme ( WRAP) and the Environment Agency

By 2023 we will:

develop a Primary Science Model Curriculum, to include an emphasis on nature to ensure all children understand the world around them

develop an occupational standard for further education teaching which explicitly requires all new teachers to integrate sustainability into their teaching, through modelling sustainable practices and promoting sustainable development principles in relation to their subject specialism

support the National Climate Education Action Plan in setting up an independent expert body (including members such as the Royal Meteorological Society, STEM Learning, Association of Science Teaching) for the validation and creation of climate education resources that support the delivery of the national curriculum

provide free access to high-quality curriculum resources through the National Education Nature Park online hub, so that teachers in all settings and subjects can confidently choose those that will support the teaching of sustainability and climate change

this will initially work in tandem while we build on the success of Oak National Academy's work in the pandemic and establish a new arms-length national curriculum body which will work with thousands of teachers to co-design, create and continually improve packages of optional, free, adaptable digital curriculum resources and video lessons that are effectively sequenced to help teachers deliver an evidence-based, high-quality curriculum

provide the opportunity for all staff (teaching, leadership and support) to build their understanding of climate change and sustainability by receiving shared carbon literacy training through their sustainability leads within their setting (more information about sustainability leadership is set out in the Operations and Supply Chains Action Area)

3. Learning in the natural environment

Education settings provide a wealth of learning opportunities, practical activities and clubs which allow children and young people to bring their learning to life. Children and young people may:

take part in eco-clubs or vegetable growing

be exposed to sustainable food choices, recycling, adaptation projects or weather and energy monitoring

On top of the learning benefits, these activities can aid pastoral work in all educational settings. The physical and mental health benefits of time spent in nature can form part of targeted support to:

improve engagement and attainment, including as part of wider packages of support for pupils with SEND

give young people a sense of agency where anxiety stems from climate concerns

The National Education Nature Park and Climate Leaders Award will build on this excellent activity, ensuring all children and young people have opportunities to get practical experience and turn their knowledge into positive action. We will design these initiatives with inclusivity at their heart. We are committed to enabling those from disadvantaged backgrounds to access these opportunities.

Retrofitted educational buildings and new-build net-zero settings will also provide various learning opportunities through their design, how they work and their environmental impact. They will foster environmental knowledge that can be applied outside of the educational setting.

In 2022 we will:

explore opportunities to increase access to the outdoors in DfE's successful Holiday Activities and Food (HAF) programme

ensure that children attending the HAF programme participate in activities that improve their knowledge and awareness of affordable, healthy eating and sustainable practice - for example, through:

taking part in activities such as food preparation

cooking, discussing food and food sources

growing their own fruit and vegetables

build on our investment into the Children and Nature Programme, by engaging with DEFRA on further research into how outdoor learning can be delivered for the greatest impact, with a view to exploring opportunities to support education settings to deliver quality outdoor education

link up across government to identify new opportunities and strengthen action as part of the levelling up agenda - for example, with the Department for Levelling Up, Housing and Communities on climate education, and with the Department for Digital, Culture, Media and Sport (DCMS) on the National Youth Guarantee to increase access to out-of-school activities for all children

provide co-curricular opportunities for young people to experience and learn about nature through the National Education Nature Park, which will drive a greater knowledge and understanding of the importance of native species and develop young people's data and analytical skills

build on learning from the Children and Nature Programme, encouraging schools to join up with local delivery partners to develop effective school-specific options and build links with local communities

provide educational activities so that leaders, teachers, children and young people will learn about energy efficiency, the circular economy, climate resilience and green careers as part of educational building, maintenance and procurement projects, such as:

low-carbon boiler replacements

smart meter installation

energy monitoring pilots

sustainable drainage systems

Political impartiality

Teaching about climate change, and the scientific facts and evidence behind this, does not constitute teaching about a political issue and schools do not need to present misinformation or unsubstantiated claims to provide balance.

However, in climate education there is relevant political and scientific debate about the best ways that climate change can be addressed - there are different views and opinions, and different solutions. Debates on political and policy change need to be grounded in wider citizenship education on democracy and democratic values and topics should be handled in line with schools' legal duties on political impartiality

Action area 2: Green skills and careers

It is critical young people and adults have the green skills that will allow them to build careers and participate as Britain leads the world into the Green Industrial Revolution and strives for nature's recovery.

We will harness young people's passion and interest in climate change and sustainability to enable them to have the knowledge and skills (in STEM and other key subjects) required for green jobs. Through our education and skills system, we will seek to inspire young people to choose career paths that support the:

We will continue to support adults already in work to retrain and reskill in line with the needs of the green economy.

1. Net Zero Strategy

The government's Net Zero Strategy sets out in detail how our skills reforms will support more people into green jobs and help grow future talent pipelines. This includes:

aligning apprenticeships to net-zero objectives through the Institute for Apprenticeships and Technical Education's (IfATE) Green Apprenticeships Advisory Panel

continuing the roll-out of T-Levels to support young people into green careers

driving STEM provision through our growing network of Institutes of Technologies (IoTs)

expanding Skills Bootcamps so that adults are able to upskill and retrain in key green sectors

Through the Skills and Post-16 Education Bill, we are legislating to ensure employer leadership of Local Skills Improvement Plans (LSIPs) have regard to skills needed to help deliver on our net-zero target, adaptation to climate change, and other environmental goals.

Building on the work of the Green Jobs Taskforce through a Green Jobs Delivery Group, government will bring together representatives from industry, the skills sector and other key stakeholders to develop data-driven action to support the delivery of plans for green jobs and skills. This will ensure that we are offering young people and workers the opportunity to develop the skills needed to deliver the low-carbon transition.

Since the publication of the Net Zero Strategy we have:

set out investment of £3.8bn in further education and skills, to ensure people can access high-quality training and education that leads to good jobs, addresses skills gaps, boosts productivity and supports levelling up - this includes funding for programmes to support green skills crucial to the net-zero transition

committed to expanding Skills Bootcamps to provide more opportunities for adults to gain new skills, prioritising green skills in areas such as heat pumps, zero emission vehicles, and carbon capture

widened the eligibility criteria of our Free Courses for Jobs offer - from April 2022, any adult in England earning under the National Living Wage annually, or unemployed, will be able to access these qualifications for free, including qualifications linked to green sectors such as agriculture, building and construction, engineering, environmental conservation, horticulture and forestry and science

launched a pilot of our new General Further Education College Accountability Agreements that will ensure colleges strategically plan provision to meet skills needs at both local and national levels, including those in the green sector

established 8 LSIP trailblazers, where employer representative bodies have been working closely with providers and key local stakeholders to develop tailored plans to help shape technical skills provision to better meet local labour market needs, with multiple trailblazers considering the skills needed to support green growth in their local economy

started delivery of our £65 million Strategic Development Fund pilots to identify employers' skills needs, design provision, and build the capacity of local further education providers to deliver them so that, where local areas identify skills needs, providers can use this funding to, among other things:

purchase equipment

train their staff

bring in industry expertise to provide training

deliver new provision

2. Additional support for green jobs and skills

In addition to the extensive skills reforms set out in the Net Zero Strategy we will also increase the opportunities for young people and adults to engage in wider green skills and jobs needed to deliver the government's 25-Year Environment Plan.

We will support the further and higher education sectors as they deliver programmes teaching the skills of the future and nurturing future leaders.

We will continually seek to improve diversity in the take-up of STEM subjects at all levels, ensuring that everyone has the opportunity to pursue a rewarding career in a STEM occupation:

by September 2023, a T Level in agriculture, land management and production will be available - this will support the increased focus of the UK agriculture sector on more environmental and sustainable practices and provide a further opportunity and pathway for young people looking for careers in agriculture and horticulture

we will engage employers, professional, statutory and regulatory bodies (PSRBs), further and higher education sector representative groups and students in developing opportunities to forge further links between course content and the skills needed for green careers of all kinds

Green Skills Bootcamps are available in environmental areas such as agriculture technology, and Wave 3 Skills Bootcamps will seek to prioritise further green sectors, including those specific to the environment such as nature restoration, waste management and recycling, woodland management and arboriculture.

the Institute for Apprenticeships and Technical Education (IfATE) has convened a Green Apprenticeships Advisory Panel (GAAP) to:

work with employers to align apprenticeships to net-zero objectives

endorse existing apprenticeships which support green career pathways specific to the environmental sector, such as arborist, forest operative, agriculture or horticulture professional advisor and ecologist

map existing apprenticeship standards against green occupations

identify opportunities to create new standards in areas including agri-tech and renewable energy

investment of up to £75 million in a National Scholarship Scheme will support high achieving disadvantaged students to reach their full potential while studying in higher education, including degree courses or apprenticeships that can lead to green careers

our network of Institutes of Technology (IoTs) across England are utilising their state-of-the-art facilities to:

offer training in green skills, such as in the built environment and agri-tech sectors

support increased participation from under-represented groups, including women, helping to grow the pipeline of individuals with STEM skills needed for green jobs

invest £120 million in the second wave of IoTs, to be set up by 2022

by 2025, as part of the pathway towards the Lifelong Loan Entitlement, we will trial short-course provision at levels 4-6 to support in-work adults to upskill or retrain, enabling learners to build flexibly towards a full qualification in subjects crucial for net zero, including STEM and digital innovation

by 2023, we will co-host an International Green Skills Conference with the higher and further education sectors to exhibit the best of UK green skills and education opportunities at further and higher education levels

we will link the Climate Leaders Award to skills required by employers and explore how participation in the award can act as a progression route to further study

by 2030, significant numbers of young people will have graduated from the Climate Leaders Award with the skills needed to enter the green economy

by 2030, we anticipate that participation in the National Education Nature Park, and increased opportunities to connect with nature, will increase the number of young people that become data scientists, ecologists and biologists, which are needed for nature's recovery

our specifications for new buildings set out low-carbon, climate-resilient standards - such as the installation of heat pumps for energy efficiency - while, as one of the largest construction buyers in the nation, these specifications will drive the market and assist in driving the development of technical fitting skill

3. Support and guidance for green careers

We are actively supporting young people and adults to understand the training and careers opportunities available to them and we will support existing organisations in their endeavours to promote green careers. This includes:

supporting schools and colleges to embed best practice in the delivery of careers information, advice and guidance, so young people are aware of the full range of training and careers available to them and have access to a broad range of employers and workplaces, including those in the green sectors - this will be delivered through the national roll-out of Career Hubs, Career Leader training, and the Enterprise Adviser Network

as part of wider improvements to the National Careers Service we will ensure the provision of relevant and accessible information on green career pathways, which will bring together all the learning and careers routes available to aid the development of a single source of government-assured career information

our educational building maintenance and procurement projects will provide opportunities for students to gain careers guidance, while installation of low-carbon boiler replacements, smart meters and energy monitoring or sustainable drainage systems, will be accompanied with assembly information and interactive class exercises allowing students to see and learn about a wide range of green careers and skills in action

Action area 3: Education estate and digital infrastructure

A green, sustainable education estate that is resilient to the impacts of climate change will normalise and inspire young people to live sustainable lives, with impact felt widely in their families and communities. By improving the physical environment in and around education settings, we can impact positively on both the physical and mental wellbeing of children and young people. We will act on both the challenges and opportunities the vast education estate presents.

There is still a lot of evidence to gather on new technologies and innovative approaches to sustainable building design, retrofit, ICT, building management and the surrounding environment. Our focus until 2025 will be piloting - gathering evidence and sharing research to learn from our experience. This work will build on and align with existing guidance currently available to help public sector organisations achieve net zero, for example, the Modern Energy Partners tools. From 2025 onwards, we will accelerate change once we understand the best value for money approach. Our approach can be summarised as innovate, test and invest.

1. New builds and new blocks

All new school buildings delivered by DfE (not already contracted) will be net zero in operation. They will be designed for a 2oC rise in average global temperatures and future-proofed for a 4oC rise, to adapt to the risks of climate change, including increased flooding and higher indoor temperatures.

Secure children's homes delivered by DfE will also be built to our net-zero standard.

In November 2021 we published our delivery framework for employer's requirements for school projects Part A and Part B and made it freely available so that all new schools and colleges can meet the same low-carbon, climate-resilient standards as centrally delivered projects.

We have uplifted basic need grant-funding rates to help local authorities deliver school capital projects to these standards. When planning the use of basic need funding allocations, local authorities will consider environmental sustainability, carbon reduction and energy efficiency to develop solutions for projects that are in line with government targets and objectives, regardless of their chosen delivery route.

From now on bids into our Further Education Capital Transformation Programme will also be assessed to determine if the new works will be net zero in operation.

We know many higher education institutions are already demonstrating innovation in this space and are going beyond these standards. We will look to the higher education sector to inspire and drive greater ambition through their net-zero buildings and campuses.

So that our education building standards remain world-leading, we will:

continue targeted and specific monitoring of education buildings to better understand their use and energy consumption

continually improve our technical standards and building specifications

This will include the use and assessment of nature-based classroom design to maximise access to the outdoors and opportunities for outdoor learning, so our education buildings positively impact on physical and mental wellbeing.

Sustainable ICT solutions will be integrated into new-build schools as standard, via sustainable procurement, design, implementation and management.

The implementation of ultra-low carbon education buildings will be accelerated. By 2025 at least 4 schools and one college will have been built via the Gen Zero Platform that we demonstrated at COP26.

We will also accelerate our Gen Zero programme and other pilots so, over time, all centrally delivered new-build projects are built using ultra-low carbon solutions.

2. Existing estate

Improved collation and use of data on energy usage, water, heat and biodiversity will allow individual settings, and DfE, to make evidence-based decisions on where to act and invest to make the greatest impact. Smart meters and energy management systems can reduce bills and usage. They also provide learning opportunities for data analysis and understanding the impact of human behaviour. We will:

continue to work with the Department for Business, Energy and Industrial Strategy ( BEIS) and water companies to trial the delivery of smart meters in schools and encourage the uptake across other settings

in 2022, work with the education and children's services sectors and energy companies to explore sharing smart meter data to avoid additional reporting requirements, and this data would also be used by DfE to help advise settings how they can reduce their energy bills and improve their energy efficiency

during 2022 and 2023, work with BEIS and Energy Sparks to trial the delivery of Energy Management Systems in schools which will provide schools with real-time information about their energy usage, presented within a user-friendly online portal

by 2025, have supported education settings to put in place Climate Action Plans, facilitating the use of setting-level data to inform action - these will increase carbon literacy and inform government on the implementation of decarbonisation solutions and nature-based solutions to alleviate flood risk, protect against increased heat, and improve air quality

A strategic approach to piloting new building technology will also be launched in order to support the future retrofit of the education estate and act as catalyst to the construction sector for implementing new technology. Our building technology pilots will support action to adapt the existing estate to protect against the current and future effects of climate change. They will also provide evidence for the efficient decarbonisation of the estate to mitigate the causes of climate change.

We will continue to seek opportunities for research, including developing innovative approaches for the delivery and use of digital infrastructure. Where opportunities arise, this will be tested in schools by retrofitting ICT to deliver energy savings.

We will also exploit existing research -higher education is already driving world leading building technology - and innovative solutions will be shared across the wider education sector

In 2022:

we will work with BEIS to help education settings access the Public Sector Decarbonisation Scheme to support them in decarbonising their estates and, as part of that work, we are looking at how we can better align our application processes and funding windows

By 2023:

all bids for capital funding for further education and higher education will need to consider environmental impact, carbon reduction and adaptation measures, and align with the government's targets and objectives

we will share best practice and advice to help education settings in deciding where to invest money to reduce carbon emissions, improve sustainability and resilience, and share options and case studies for the retrofit of existing settings by building type

we will also develop the existing Good Estate Management for Schools guidance with updated tips and good practice on the sustainable management of the school estate, covering topics such as energy and water efficiency and addressing issues including ventilation and leaks

3. Resilience, adaptation, access to Nature and environment conditions

The 3 highest priority risk areas identified in the Climate Change Committee Independent Assessment of UK Climate Risk were:

To meet these challenges and those outlined in the Third Climate Change Risk Assessment (the statutory cycle set out in the Climate Change Act 2008, specifies the next key milestone in the statutory cycle as the third National Adaptation Programme ( NAP3) in 2023) we have a duty to demonstrate:

a clear set of objectives for adaptation

policies

programmes

investments with clear timelines

measurable metrics

progress indicators

We know that nearly half of schools (10,710) are at risk of flooding, which is expected to increase to at least 13,662 by the 2050s, or 16,394 in the worst-case scenario. While overheating in education buildings is a significant threat, we need to continue to work with other government departments to get a greater understanding of the risk.

A formal Memorandum of Understanding between DfE and the Environment Agency ( EA) will ensure that our response to risk aligns with the objectives and measures set out in the National Flood and Coastal Erosion Risk Management Strategy and is based on the latest environmental data, advice and intelligence.

We know there is hope if efforts are focused in the right way. The latest International Panel on Climate Change report outlines the power of nature against the worst effects of climate change. We will use the National Education Nature Park to champion the case for nature.

Through the National Education Nature Park we will provide opportunities and advice for education settings to initially improve their biodiversity and also, with time, their flood resilience and air quality. For example, we will work with EA and DEFRA to produce guidance for schools that explains how to improve their flood resilience and access free trees to improve shading and biodiversity of their grounds.

We will accelerate pilots to investigate:

We will also empower universities to lead the way in demonstrating models for resilient, biodiverse campuses. We will share best practice via the National Education Nature Park online hub.

By 2023, we will:

work with partners to explore how funding may support nurseries, schools, colleges and universities in driving on the ground innovation to link separate parts of the National Education Nature Park, improving the biodiversity, air quality, shading and flood resistance along the routes between settings

continue evaluating the UK's first 'Biophilic' primary school, which will provide evidence of the impact of a greater connection to nature within the built environment, on the health and wellbeing of children and young people

pilot the use of smart air and environmental quality monitors in schools to understand the practical implications, benefits and drawbacks of using smart monitoring devices with pilots providing a rich dataset on environmental performance, which can be used to help feed into school building design and understand where energy efficiencies can be achieved

support DEFRA's Clean Air Strategy which aims to diminish the highest concentration of exposure to fine particle matter (PM2.5) to help tackle air pollution and reduce emissions affecting education settings

provide guidance to all education settings for practical ways to reduce indoor and outdoor air pollution, encouraging schools and partners to expand anti-idling zones to reduce the impact of the school commute

support the Department for Transport in delivering initiatives to increase active and safe travel to school (such as Bikeability for children, their families and carers, Walk to School Outreach and School Streets), to improve wellbeing, reduce carbon emissions and improve air quality

support an EA pilot investigating offsetting carbon emissions from their flood scheme construction work by contributing to tree planting and greening on available, nearby school land

By 2030:

through the National Education Nature Park and cross-government collaboration, we will have significantly increased the biodiversity on the education estate and implemented 'Green Corridors' for access to education settings, improving climate resilience, physical and mental wellbeing, and protecting and enhancing wildlife and ecosystems along the routes between nurseries, schools, colleges and universities

we will have supported the Department for Transport to increase active travel to school, contributing to the Prime Minister's vision that half of all short journeys in towns and cities will be walked or cycled

we will have minimised barriers to nature in school building design programmes and education building standards, increasing opportunities to connect their users to nature

4. Heating solutions

The building energy efficiency survey indicates that approximately 60% of energy use in education settings is associated with high carbon intensity fuels such as natural gas, coal and oil. There is a need to reduce demand for heating and hot water use and to deliver through sustainable means.

We are launching 10 pilots to test our Energy Pods as a way of providing off-site manufactured, low-carbon, heating solutions on the existing school and college estate. The results of these pilots will inform our strategic approach to condition, safety and sustainability for the education estate and provide important research data for education and public sector net-zero projects.

In 2022 we will:

test the feasibility of replacing school boilers with ground or air source heat solutions, and use the learning to consider how this can be scaled up to accelerate decarbonisation between 2025 and 2035

continue to work with BEIS to help education settings access the Public Sector Decarbonisation Scheme to support them in replacing fossil fuel heating systems with low carbon heating

5. Water strategy

In partnership with EA, water companies and local authorities we will deliver our water strategy to improve:

We will work together to improve learning and awareness of risk and resilience and encourage all education settings to sign up to available weather and flood warnings. For schools at highest risk, we will share a flood risk plan template to set out emergency plans. In addition:

by 2023, the risk of school flood will be displayed alongside emissions and biodiversity on the National Education Nature Park

by 2026, we will have reduced the flood risk in over 800 schools through our Water Strategy initiatives

we will work with Ofwat and Market Operator Services Ltd to ensure their regulatory mechanisms and incentives enable and drive the water market to improve efficiency across the education estate and, should this prove successful, by 2030 we will have worked with water wholesalers and retailers to improve water efficiency at the 10,000 least water-efficient schools, significantly reducing usage and spend

we will align strategic action with the Environment Agency's National Flood and Coastal Erosion Risk Management Strategy to ensure education settings are ready for, and resilient to, flooding and coastal change

6. Reporting Frameworks, Reporting Processes and Targets

With increased legislation on net zero, environment and nature, it is inevitable that we are going to have to ensure consistent reporting on the activity of our sectors.

The government's Net Zero Strategy commits to legislate reporting of emissions if insufficient progress is made voluntarily. We will work with BEIS in the development of guidance on monitoring and reporting for the education sector and we will look to support and facilitate reporting.

We will work with energy providers to receive data from the school estate directly (unless individual schools choose to opt out), so that by 2024 all schools are reporting their emission via a standardised framework. The installation of smart meters will improve the accuracy of this data.

We have supported the Queen's Jubilee Challenge for the further and higher education sectors to accelerate a sector-led review. This review will enable all further and higher education settings to report their emissions via a standardised and comparable framework by 2024. From 2025 we will publish targets and institutional progress for the further and higher education sectors. We will also work with nurseries and schools to set standardised reporting frameworks and implement effective data-gathering mechanisms. With the campaign Let's Go Zero, we will set targets for schools between 2025 and 2035.

Action area 4: Operations and supply chains

We have a valuable opportunity to drive change by introducing children and young people to more sustainable practices, such as:

We can inspire and instil habits that they will take into their wider communities and adult lives. Sector representatives have also confirmed that they have had the greatest results in driving sustainability in their operational processes when action has been linked to learning.

Coordination and leadership are required to bring this type of change. We recognise how much is already being done across the sectors by enthusiastic individuals, governance boards and leadership teams. They are driving effective whole-setting approaches to the challenges of sustainability and climate change - not only in teaching and learning or the decarbonisation of the estate - but in the way settings are operated and regulated.

Within DfE we will also publish and monitor progress against a DfE Corporate Sustainability Strategy. This will demonstrate how we will embed sustainability across everything we do - from how we maintain and use our office estate to our decision-making and business processes. We will align action with this strategy, the Greening Government Commitments and our overall organisational strategy.

By 2023 we will:

start rolling-out carbon literacy training for at least one person in every locally maintained nursery, school, college and university to build their knowledge of climate change, access to public funds, engagement with the nature park and Climate Leaders Award, understand emissions reporting and how to develop a climate action plan so that they can share learning and training within their own setting as appropriate, for example with leaders, support staff, care takers, cooks and teachers

support the work of the National Climate Education Action Plan to bring together universities with STEM Learning to identify Climate Ambassadors to support schools and further education institutions in the delivery of their sustainability and climate change action plans

update Good Estate Management for Schools ( GEMS) guidance to include the latest sustainability and climate change advice, covering topics such as efficient waste and water management - we will signpost to other relevant third-party materials

encourage and support education settings to procure from companies that commit to achieving net zero by 2050 and have a plan in place, showing how they will meet this target

ensure sustainability is part of the assessment and validation criteria for including suppliers on procurement frameworks, to support sustainable purchasing of products and services, including energy, in schools

support schools to buy from procurement frameworks that offer sustainable goods and services

work with education settings and partners to share best practice for delivering and improving uptake of nutritionally balanced, affordable and sustainable meal choices

pilot a food curriculum and whole-school approach to food, promoting accountability and transparency of school food arrangements by encouraging schools to complete a statement on their school websites, which sets out their whole-school approach to food, with voluntary reporting initially, and the intention that this will become mandatory when schools can do this effectively

pilot new training for school governors on a whole-school approach to food as set out in the forthcoming Government Food Strategy (school governors have a responsibility to ensure compliance and should appropriately challenge the headteacher and the senior leadership team to ensure the school is meeting its obligations)

support schools to drive up their sustainable practices in line with the school food standards, particularly in relation to school food contracts and their food preparation and practice, with consideration of the ingredients they use and their environmental impact

encourage and support education settings to gather data and take action on food waste, and to share their evidence-based best practice for sustainable waste prevention and management

work with DEFRA and the Waste and Resources Action Programme ( WRAP) to share resources for schools and children that support food waste prevention

support education settings in aligning with DEFRA 's Resources and Waste Strategy to reduce all waste, moving away from single-use items and towards reusable alternatives where possible

continue to encourage all settings to drive initiatives that promote the circular economy - providing guidance to reduce reliance on single-use items in favour of alternatives, such as reusable nappies, as well as recycled materials, second-hand uniforms and other consumables, such as sustainable cutlery and cleaning products

continue to offer a range of free sustainable period products to learners in schools and colleges across England and use the success of this programme as a catalyst for similar initiatives

seek opportunities to rationalise deliveries to education settings, through minimum order values or changes to delivery models, and encourage settings to consider a rounded approach to providing food, including practical guidance on consolidating food deliveries and sourcing food locally where possible

By 2025:

all education settings will have nominated a sustainability lead and put in place a climate action plan

all services and products procured by DfE for schools through the 'get help buying for schools' programme will go through environmental procurement frameworks

we will review existing procurement frameworks and identify those where net-zero targets can be applied, highlighting these frameworks to education providers as sustainable and net zero-compliant buying frameworks

we will ensure there is a clear route to market and associated support for schools to buy goods and services that help them to generate their own energy or reduce their existing energy consumption, for example, solar panels and LED light bulbs

we will eradicate single-use plastics and encourage the use of reusable and recyclable materials in schools and encourage all other education settings to match this target

we will work with DEFRA to provide guidance to education settings for meeting the requirements of the Environment Act 2021 - this will require settings to arrange for the collection of a core set of materials for recycling, including glass, paper and card, plastic, metal and food waste, increasing the amount of material recycled and diverted from landfill

we will develop a sustainable assessment model in partnership with the Standards and Testing Agency, considering the environmental impact of digital testing and the trade-offs with existing testing methods

we will continue to support DEFRA with implementing the Resource and Waste Strategy, to eliminate unnecessary plastics in education settings

By 2030:

education settings will be supporting a circular economy through their participation in the Climate Leaders Award and National Education Nature Park - for example, by using food waste to produce compost that can then be used directly or in the local community

Action area 5: International

We set out our vision for the United Kingdom education sector to be world leading in sustainability and climate change by 2030. In achieving this vision, we want to both inspire and respond to international action and make a difference to children and young people all over the world. There is no time to lose: extreme weather events are increasing in severity and frequency, and Safe Schools: The Hidden Crisis shows that it is disrupting the education of nearly 40 million children a year worldwide. Children in the UK say they are worried about how climate change is affecting children and families in developing countries.

The UK Foreign Policy Integrated Review positions climate change as the UK's number one international priority. Education is one of our nation's greatest strengths. We will take positive international action to enhance climate change and sustainability learning in and outside of the classroom and, in particular, through DfE 's key bilateral relationships.

In doing so we will work across government with the:

Foreign, Commonwealth and Development Office (FCDO)

Department for Business and Trade (DBT)

Cabinet Office

Department for Energy Security and Net Zero

British Council

Together we will provide young people and adults everywhere with the knowledge and skills needed to:

Our action will align with and support the UK Government's International Education Strategy and supplement the great work the UK already does overseas, led by the FCDO, through education partnerships with around 20 poorer countries as leading donor to the Global Partnership for Education ( GPE) and Education Cannot Wait Fund, to support countries to respond to weather related disasters and make education systems more resilient.

The international action set out below represents the whole of the UK. Scotland, Wales, Northern Ireland and England each bring unique offers to an international strategy, and we will work closely with the governments of each nation to champion them effectively.

At COP26 we put education on a global stage, bringing education and environment ministers together to pledge action on climate education. We will continue to encourage other countries to make pledges. We will also track progress on our international commitments to complement and promote the Glasgow Works Programme on Action for Climate Empowerment ( ACE) negotiations agreed by countries at COP26 through our work and partnerships.

This work programme positions education as integral to the achievement of long-term climate goals, and calls for an approach which is grounded in principles of collaboration, flexibility and inclusivity.

Champion education and learning on the global stage

We will promote education as a key tool for tackling climate change through:

We will elevate the voices of youth in these discussions, as well as the rich experiences of other countries and stakeholders.

We will work across government and convene international partners to build a coalition for action for sustainable education. We will:

work closely with youth partners and multilateral institutions, such as UNESCO, UNEP and OECD, and in the G7 and G20 to exchange good practice through global discussions on climate education, learning and sustainable development

showcase our Sustainability and Climate Change Strategy and activities, sharing our strategy as a model for others to learn from

build an international evidence base on the support and solutions needed for a range of contexts

share our latest lessons, challenges, insights and evidence from the delivery of all action areas of our strategy

learn from others, including those working at local, national, regional and international levels

Trade and exports

We will provide expertise, services, trade and exports overseas to support others in achieving their net-zero targets, increasing resilience and adaptation, and improving climate education. We will work with FCDO, DBT and the UK international trade network to:

identify appropriate export opportunities for our climate learning programmes, including the National Education Nature Park and Climate Leaders Award, sharing our expertise on flood resilience and flood risk assessments, and export innovative sustainable products such as the Gen Zero Platform and Biophilic Primary School

continue work with the further and higher education sectors to ensure prestigious green-skills learning, training and research opportunities are developed to attract overseas students

International initiatives

We will identify opportunities to broaden our actions to share innovation and provide opportunities for young people from across the world to connect and learn, ensuring we align with the UK government's Child Safeguarding Due Diligence guidance. We will:

Leadership, engagement and next steps

Leadership

In recognition of the importance of this agenda to the Department for Education, the Secretary of State for Education will also be Climate Change Minister for the Department for Education. The Secretary of State for Education will also oversee the Climate Leaders Award.

The Secretary of State for Education will be supported in his role of Climate Change Minister for the department by:

Baroness Barran - net zero of DfE-delivered buildings, procurement and supply chains (this also includes the biodiversity of the education estate)

Minister Donelan and Minister Burghart - green skills, green jobs and net zero in further education and higher education

Minister Walker - climate education

Minister Quince - physical and mental wellbeing

DfE will nominate a non-executive director for climate change. They will champion climate issues on departmental boards and provide further leadership and expertise to support the department with its unique climate mission.

Engagement

From November 2021 to March 2022, sector representatives and young people reflecting a diverse range of voices, backgrounds and experiences brought together feedback on this strategy from those they represent.

We will continue to engage formally through a quarterly youth panel and user group as we develop and deliver the strategy, to ensure it meets the needs of those it serves.

Next Steps

Each year we will publish progress against the strategy and set out new action.
The following actions will support this:

Vision: the United Kingdom is the world-leading education sector in sustainability and climate change by 2030.

Strategic aims

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Sustainability and climate change: a strategy for the education and children's services systems

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This strategy applies to: the Department for Education (DfE), its agencies and public bodies the education and children's services systems in England - including: early years schools (and independent schools where applicable) further education higher education children's social care DfE has an important role to play in all aspects of sustainability.

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K29: Diversity and inclusion in project management 

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K29: Diversity and inclusion in project management 

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Diversity and inclusion in project management refers to the deliberate and proactive measures taken to guarantee that there are individuals from diverse backgrounds, perspectives, and experiences within the team. It's also important that they are valued and provided with equal opportunities to participate and contribute to project-related activities.

A team that embraces diversity will be able to develop better ideas that can lead to creative solutions as these differences offer unique perspectives and strengths, which is why diversity and inclusion is so important.

An inclusive approach in project management encourages a culture of respect for all contributions, while removing barriers for engagement, and ensuring that diverse opinions are heard, considered and incorporated into decisions.

Throughout project management, diversity and inclusion principles can be applied to project teams, stakeholders, and project leaders to enhance team dynamics, creativity, problem-solving and overall project success.

A broader range of perspectives is beneficial for organizations that promote diversity and inclusion in project management, and this can lead to more successful and creative project outcomes.

Methods and strategies to promote inclusion and diversity in project management

Driving the idea of diversity and inclusion in the company

Diversity and inclusion should be prioritized by the organization's top management and integrated into how business is operated. It should become part of the internal and external cultures of the company.

Establish a feedback loop in which everyone participates, then work on the responses received.

Developing and communicating diversity and inclusion policies and goals

Many businesses, especially those involved in project management, have internal policies and codes of conduct that promote diversity and inclusion while also fulfilling legal obligations. These policies often describe the company's commitment to cultivating an inclusive environment.

Emphasis on human rights inside and outside the organisation

The right to freedom of movement and equal treatment under the law, along with other rights mentioned in the UN Declaration of Human Rights and the UN Standards of Conduct for Business aimed at tackling discrimination against Lesbian, Gay, Bisexual, Transgender, and Intersex individuals are highly valued.

Involving legal counsel and human resources specialists with knowledge of employment law, diversity, and inclusion practices can be helpful in ensuring compliance with human rights regulations and promoting diversity and inclusion in project management. To assess their compliance with relevant regulations and identify areas for improvement, they may also conduct routine audits and evaluations.

Providing training and education on diversity and inclusion awareness

Trainings may be developed by the company or existing external learning resources can be used, such as those from the Stanford Business. Executive Education on diversity and inclusion.

Employees and managers, especially those in project management roles, might be required or advised to undergo diversity and inclusion training in various countries.

Working agreements

Everyone should understand the employment&working agreements and place importance on maintaining safe and comfortable interactions with other employees.

Enhancing recruiting strategy

Emphasize maintaining and actively attracting a diverse workforce.

Setting precise goals and targets for hiring and promoting people from underrepresented groups is frequently a part of affirmative action programs.

Employee referral programs, inclusive onboarding processes, internship programs, organized interviewing procedures, diverse interview panels, as well as attending job fairs, conferences, and networking events that serve to various groups.

Attracting talents like women for leadership roles, Generation Z, and diverse workers, is essential. Search for fresh abilities among people who don't follow the conventional academic path, including veterans, workers who are transitioning between careers or life stages, and individuals with autism.

Providing flexibility

Offer returnship programs, a type of career reintegration program made for people who took a year-long or longer break from the profession.

Programs such as contract, part-time, or remote project employment should be available for all employees. These programs allow them to continually develop their professional networks, skills and confidence.

Creating platforms for improvements

To promote enduring social change, various businesses are seeking help, volunteering, and engaging in forums to enhance diversity and inclusion in project management within their organizations.

Create a safe and healthy work environment

Companies should provide professional support to create a safe and healthy work environment for all employees, including those with impairments by ensuring accessibility to all parts of the office. The goal should be to ensure everyone goes home injury-free and to promote open and respectful communication. Ethical actions are emphasized in matters of health and safety, with a commitment to positively promote physical, psychological, and social well-being in all situations.

In conclusion, diversity and inclusion in project management fosters creativity and collaboration among team members. This will lead to the successful delivery of effective projects that cater to the interests of various stakeholders with the end result being a more equitable and productive work environment.

You may also be interested in:

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Diversity and inclusion in project management; a commitment to cultivate a new culture

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Diversity and inclusion in project management refers to the deliberate and proactive measures taken to guarantee that there are individuals from diverse backgrounds, perspectives, and experiences within the team. It's also important that they are valued and provided with equal opportunities to participate and contribute to project-related activities.

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To create a project management plan, first put together a high overview of the basics of your project, including the project's scope, schedule and budget. Next, build on those basics to write an executive summary. Then, add a project timeline, risk assessment, stakeholder chart, communication plan and resource management plan to your executive summary. Lastly, gather and incorporate stakeholders' insights to perfect and create buy-in for your plan.

1. Identify Baselines for Your Project

Your project's baselines should first focus on the project's scope, then the project's schedule and, finally, its budget. The result should be a high overview that will inform the rest of your planning process. To complete this step, answer the following questions:

What is a summary of the project's deliverables, including the expected features in order of priority?

What important milestones will help us complete this project?

What should the project not focus on? (set some scope boundaries)

When is the project scheduled to begin?

When should the project be complete?

How much do we have to spend on this project? If it is a project that needs to be completed for a client, what budget do we have to spend on it while still making a set profit margin?

2. Write an Executive Summary

An executive summary should include a definition of your project, your project's value proposition, including the problem your project addresses and its solution, milestones and their deliverables, scope limits―and the consequences for changing these limits―goals and financial breakdown. Use the answers to the questions posed in step one to put together your executive summary.

As the face of your project before stakeholders, your executive summary should be visually appealing and succinct. Columns and visuals should break it up to make it easy to read quickly. One great tool for creating an attractive and succinct summary is a Canva executive summary template. You can customize a template to match your brand and add your content, then either download your executive summary or share it in link form.

To begin, sign up for Canva for free, then use the search box titled "What will you design?" for "executive summary" and press "enter." Click the appropriate template for your purposes and brand, then use the tools on the left-hand side of the enlarged template to customize its colors, text and images. Add pages by clicking the plus sign at the top right-hand corner of the template and proceed to add text and customizations to complete your summary.

3. Plot Your Project's Timeline

The best way to plot your project's timeline is with a Gantt chart. A Gantt chart is a visual representation of what activities you plan to begin and complete and when. These activities are usually small chunks or milestones of your completed project. They also formulate the scope of your project, helping to reduce scope creep later on. Gantt charts are often the easiest to use to plot your timeline.

It is important to note expected dependencies on your Gantt chart. A dependency happens when one activity on a timeline must be completed before team members can go on to the next one. For example, a prototype needs to be completed before a focus group analysis of the prototype can take place. Thus, these two activities are dependent. Also note independent activities that can be completed even as other activities are underway, thereby saving time.

Pro tip: An easy way to note dependencies and independent activities is via color-coding. Arrows drawn on your Gantt chart can also help to pinpoint dependencies.

While Canva does offer Gantt charts to plot your project's timeline, there are also platforms that specialize in producing Gantt chart software. Not only can this software help you put together your Gantt chart, but it can then help you stay on track with its timeline and avoid scope creep once your project begins via task descriptions and automations. If paying for such a service isn't in your project's budget, you can also create a Gantt chart in Excel or Google Sheets.

4. Define Stakeholder Roles

With your project activities recorded on your timeline, define who will be responsible for each activity. Your plan serves as a guiding star to all stakeholders involved in your project, so it's best to record responsible parties in an intuitive chart. Create a project team chart to show who will be involved in completing the project and for which activities each is responsible. For collaboration ease, also note who each person is accountable to and their contact information.

Canva offers organizational or team chart templates you can use to customize for the needs of your project. Search "organizational chart" using the search bar in your Canva account. Click the chart that best suits your project and brand needs. Then, use the design menu to upload pictures of your team members, customize colors and replace template text to offer the data your stakeholders need for easy collaboration during the life of your project.

5. Perform a Risk Assessment

Your risk assessment should begin with a list of obstacles that could impact your team's ability to complete the project on time negatively at all and with the desired quality. It should then create a plan for each risk by addressing what might trigger the risk, steps that lend to risk prevention and how to mitigate a risk should it happen. Finally, it should assign stakeholders to manage risk triggers, prevention and mitigation. Some teams use a SWOT analysis to help identify strengths, weaknesses, opportunities and threats in this stage.

To dive into each risk, answer the following questions:

What could happen that would negatively impact the project?

At what point in the project timeline is this risk most likely to happen?

How likely is the risk to happen?

What events or factors would trigger this risk?

What steps can be taken to reduce the chances of this risk taking place? How can we avoid this trigger or these triggers?

What would be the expected outcome should the risk happen anyway?

How could we mitigate a negative outcome should the risk take place?

Who would be the best person to manage each risk's triggers, prevention or mitigation?

As you assigned responsible parties for each project activity, you likely selected people who had expertise in the areas in which their assigned activities fall. For example, if you assigned the graphic design of a marketing project to a team member, that person is likely a graphic designer. Their expertise is invaluable in assessing graphic design risks and their prevention and mitigation steps. Lean on your team for this expertise, and then implement their suggestions.

6. Create Key Subplans

Two key subplans you should include in your project management plan are a resource and communications management plan. Your resource sub plan should list what resources are needed to complete your project and their availability. Your communications plan should include how your team will communicate one-on-one and team-wide.

Resource Management Plan

A resource subplan can be completed in project management software. You can create columns for estimated expenses and other needed resources broken down by milestones, such as raw products and talent. Other customizable resource reports are available within the software and automatically kept up to date. Wrike, for example, offers customizable reports where you can track resource availability and export reports to include in your plan.

Communications Management Plan

While it may seem inconsequential compared to your risk assessment and resource plan, poor communication is the primary reason most projects experience scope gaps and project failure, according to a PMI study. Poor communication can, therefore, derail all your other planning efforts.

As such, your communications management plan should be detailed and address what, when and how information will be shared during your project. Details should focus on what needs to be communicated and at what intervals during the project execution, stakeholders' communication preferences, a communication schedule for virtual meetings or phone calls that occur at planned intervals, who will review tasks, to whom task completions should be reported and what platforms or tools should be used for communication purposes.

Pro tip: For best results, look at the communication tools available in your project management software. Alternatively, consider what communication-tool integrations it offers. For example, most project management software offer integrations with Slack. Using available tools within your software will allow ease of collaboration and the communication visibility your team needs to stay on the same page and on track.

7. Gather and Incorporate Feedback From Stakeholders

The team you have chosen to own the activities on your project timeline are uniquely capable of doing so. As such, they are likely to have recommendations you might not think about to make your project more successful. Moreover, if their insights are incorporated into the plan, they are more likely to enthusiastically follow it. So, get your team together and go over the details of your plan. Learn from them and incorporate their insights.

In addition, present your plan to the end-user or client for whom you are executing the project. Make sure they agree to the project scope and its deliverables. Make their preferred changes now so you don't have to make them later. Discuss what will happen if they change their minds later―extra fees, for example―so that scope creep does not impact your project's successful execution, on-time completion or quality final deliverable negatively.

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What Is A Project Management Plan And How To Create One

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A project management plan offers a blueprint to stakeholders and end-users surrounding the execution of an upcoming project. While it takes time to put it together, the process is worth it. It helps to reduce risks, create buy-in, gather your team's expertise, align communication and ensure resource

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Summary

A scope management plan outlines the processes involved in executing your project and serves as a guideline to keep the project within specific limits. In this article, we'll explain what a scope management plan is and how it can assist you in the planning phase. With effective scope management, you can set you and your team up for success.

Managing the scope of a project is like driving a car. If you don't keep your eyes in front of you, the car veers off the road. Similarly, if you don't control your project scope, the project gets off track. A scope management plan outlines the processes involved in executing your project and serves as a guideline to keep the project within specific limits.

As a project manager, it's your responsibility to guide your team through the project life cycle. In this article, we'll explain what a scope management plan is and how it can assist you in the planning phase. Once you understand the scope management process, your plan will set you and your team up for success.

What is project scope management?

Project scope management refers to the process of defining and controlling what is included and what is not included in a project. It's about understanding the project goals, milestones, tasks, deadlines, outputs, and costs and ensuring everything is aligned to meet the objectives of the project. A well-defined scope management plan is essential for successful project execution, as it helps prevent scope creep, makes sure resources are used efficiently, and keeps the project on track.
Create a scope management plan template
Phases of project scope management

Effective project scope management involves several key steps: initiating, planning, defining, verifying, and controlling the project scope. By adhering to these steps, project managers can create a detailed project scope management plan that outlines how the scope will be defined, validated, and controlled throughout the project lifecycle.

This plan is a roadmap for stakeholders to understand the boundaries of the project and helps keep everyone on the same page from start to finish.

Initiation

The initiation phase sets the groundwork by identifying the part of the project that needs focus and the primary objectives. During this phase, you engage key stakeholders, assess project feasibility, and develop a clear statement of work or project charter. The initiation phase creates a solid foundation for all subsequent project activities.

Planning

During the planning stage, the project team collaborates to develop a comprehensive approach that outlines the project timeline, scope baseline, and project budget. This is where the scope definition becomes crucial; it's the process of breaking down the project into manageable tasks and subtasks, which makes it easier for the team to deliver on expectations.

Defining

In the defining stage, you create precise documentation of the project's exclusions, clarifying what is outside the project's scope to prevent misunderstandings and scope creep. This documentation provides a clear reference for what the project will deliver, so all project stakeholders and team members have a cohesive understanding of the project objectives.

Verification

Verification involves regular reviews with project stakeholders to confirm that the project remains aligned with the scope baseline and to make adjustments as necessary. Verification is vital for managing changes and avoiding scope creep, which can derail project success.

Controlling the project scope

Finally, controlling the project scope requires continuous monitoring and management of the project's progress against the original plan. This entails keeping tabs on the project team's performance, controlling the project budget, managing cost overruns, and making sure all stakeholders are aware of and agree upon any changes to the project timeline.
Read: Project schedules 101: Why you need them and how to make your own
Importance of project scope management

Understanding the importance of scope management is pivotal for avoiding project pitfalls like delays, budget overruns, and stakeholder dissatisfaction. A well-crafted project scope management plan acts as a blueprint that guides every decision and action throughout each part of the project.

For example, consider a project to develop new customer service software. When a stakeholder suggests a feature not originally included in the scope, the project manager can refer to the project scope management plan to firmly explain why the new feature cannot be accommodated. This decisive stance ensures the project remains focused and on track.
Read: 7 important steps of the decision-making process
What is the purpose of a scope management plan?

The purpose of a scope management plan is to create project structure by documenting the resources required to achieve the project objectives. Your scope management plan will also reduce the chance of scope creep.

A scope management process helps you avoid common problems, including:
Create a scope management plan template
What is project scope?

Your project scope sets the boundaries for your project and defines the project goals, deadlines, and deliverables. When you clarify your project scope, you're structuring your project around what your team will and won't do and providing goals and objectives for them to work toward.

The entire team should be involved in defining the project scope. This means communicating with key stakeholders and writing up a project scope statement that outlines requirements of the project. For example, if you're defining a scope for a new advertising campaign, you'll want to ensure the design team, the content team, and the digital marketing team all agree on the details in the scope statement.

What is scope creep?

Scope creep occurs when your project exceeds your initial scope statement. For example, scope creep may occur if a stakeholder adds an additional project deliverable after the project has begun.

Unexpected project changes can lead to increased project risks like missed timelines, increased budgets, overwork, or a low-quality end product. There are various reasons why scope creep can occur. Some reasons include:

To avoid scope creep, you need to plan against it, which is where a strong scope management plan comes into play.

How to create a project scope management plan

The Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK® Guide) offers a standard, six step project scope management process. These six steps help you create a solid scope management plan to keep your project on track.

1. Create your scope plan

The first step in the planning process involves creating your scope plan document. This document should include your scope statement, a breakdown of project requirements, and any expected deliverables for the project.

Your scope plan document may also include a change control process, which is a process for change requests that can prevent scope creep. This is a document you can refer to in later stages of project planning. You may need this document for complex projects, projects where you think stakeholders will want many deliverables, or when there's a lot of flux in what your deliverables might be.
Tips for creating a scope plan:
Hold scope kickoff meetings: Before you lock your scope document, make sure you have buy-in from all stakeholders. Share your scope plan document asynchronously, or host a kickoff meeting so that other managers and team members involved in the project can contribute to the initial scope statement.
Create a scope management plan template
2. Collect project requirements

In this step of the process, you'll identify stakeholders' needs so you can meet project objectives. Your goal should be to gather an in-depth list of requirements from stakeholders so that you can prevent scope changes down the line.
Tips for collecting project requirements:

Create a project charter: Create a project charter, or an elevator pitch, so stakeholders can clearly understand the project and ensure their expectations match the project's objectives.

Hold focus groups or workshops: Hold focus groups or workshops to give stakeholders a better understanding of your project. Communicating your project objectives to stakeholders is essential if you want them to buy into your project scope.

Develop prototypes: Develop a prototype of your project deliverable before presenting your project to stakeholders. This way, stakeholders can visualize the end product, voice their concerns, or list additional requirements early on.

3. Define scope

Once you've collected requirements from stakeholders, turn that information into a well-defined scope and a detailed product description. This document clarifies the expectations and deliverables for the project so that all team members know what they must accomplish.

Tips for defining scope:

Try product analysis: Before you can define your scope and write a detailed product description, you need to do an in-depth product analysis. Analyze the product you plan to create from the eyes of the customer or client in order to determine whether it will meet their expectations.

Generate alternatives: You'll also want to generate alternatives in case your project encounters risks. For example, how will you meet stakeholder needs if you're planning a new product launch and your launch date gets delayed?

Facilitate workshops: Host brainstorming workshops to clarify the scope of the project and to encourage collaboration among team members.

4. Create a work breakdown structure

A work breakdown structure (WBS) is a way to divide your project into levels of tasks. When you create a WBS, your team can clearly visualize each component of the project and assess what needs to be done.

A work breakdown structure creates a hierarchical structure of tasks. From there, you can schedule, monitor, and control your project.
Tips for creating a WBS:

Decompose your project objective: A WBS decomposes, or breaks down, your project objective into dependencies and sub-dependencies. These smaller groups of tasks are often referred to as work packages. Once you break your tasks down, you have clear insight into everything your project needs, including the hours, equipment, tools, and expenses.

Automate workflows: Automating team member workflows can streamline coordination on projects and enhance project visibility. Using software to automate these workflows will also reduce manual information-gathering and duplicative work.

Validating your scope simply means getting sign-off from all stakeholders involved in the project. Make sure stakeholders clearly understand your project deliverables to avoid future scope creep. If possible, get feedback or advice on any changes and improvements.
Tips to validate scope:

Inspect your plan: Because validation is the final sign-off for your scope management plan, you'll want to review and inspect it thoroughly. Team members can help you inspect the plan before sending it off to stakeholders, but stakeholders should also participate in a final inspection so that the plan gets as many eyes on it as possible.

6. Control scope

The last step in your scope management plan is scope control. As your project continues into the execution phase, monitor the status of the project and manage changes to the scope. The best way to streamline scope control is to use project management software. These tools can share feedback, files, and status updates on your project, so you're aware of any scope changes in real time.
Tips to control scope:

Analyze variance: In this part of the scope management plan, assess how much variance in scope occurs. Analyzing the actual performance of your scope versus the planned performance will give you insight for future projects.

Refer to change control document: You created a change control process earlier in the planning phase. Remember to refer to this document so you can track the flow of information when it comes to project changes.

Read: How to write a project scope in 8 easy steps
Tips for effective project scope management

Effective project scope management is crucial for the success of any project. It combines strategic planning and work management techniques to ensure that objectives are met efficiently.

Clearly define the product and project scope. Begin with a precise definition of both the product scope-detailing the features and functions of the product or service being developed-and the project scope, which includes the work required to deliver the product. A clear distinction between these scopes helps prevent misunderstandings and scope creep.

Engage stakeholders early. Involve key project stakeholders early in the planning process. Their input can help refine the project scope and ensure it aligns with business objectives and stakeholder expectations.

Develop a detailed scope management plan. Create a comprehensive scope management plan that outlines how scope changes will be identified, evaluated, and implemented or rejected. This plan is your roadmap for navigating scope challenges.

Implement change control processes. Establish formal change control processes to manage requests for changes to the project scope efficiently. These processes help assess the impact of changes on the project timeline, budget, and resources.

Document everything. Keep detailed records of all project meetings, decisions, and changes related to the project scope. Documentation provides a clear reference point for all project participants and can be invaluable for resolving disputes and informing future projects.

Here are several tips to guide you in keeping your project on the right path from start to finish:

Incorporating these tips into your project management practices can lead to more successful outcomes. Effective scope management is about balancing the detailed planning of product features and project work with the flexibility to adapt to changes.

Simplify your scope management with project management tools
Create a scope management plan template
A project scope management plan creates a clear structure for your team to follow during project execution. Scope management planning is easier if you use an online tool because you can share your plan with stakeholders, automate internal workflows, and easily break down project objectives into tasks. With project management software, you can streamline your processes and feel better prepared for what lies ahead.

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Project Scope Management: Plan, Template, and Guide [2024] * Asana

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Get a free project scope management plan to optimize your team's project planning. Includes a scope management template and step-by-step guide.

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Engaging Stakeholders Through Requirements - Part 1 | Advisicon

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Engaging Stakeholders through Requirements Webinar Part 2 | Advisicon

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Project Planning Terms

Before we dive into how to create a project plan, it helps to be familiar with some of the terms that you'll run across. Here is a list of general terms you'll encounter in this guide.

Deliverable: The results of a project, such as a product, service, report, etc.

Stakeholder: Anyone with a vested interest in the project-project manager, project sponsor, team members, customers, etc.

Tasks: Small jobs that lead to the final deliverable.

Milestone: The end of one project phase, and the beginning of the next.

Resources: Anything you need to complete the project, such as personnel, supplies, materials, tools, people and more.

Budget: Estimate of total cost related to completing a project.

Tracking & Monitoring: Collecting project data, and making sure it reflects the results you planned for.

Project Planning Steps

The project planning process is critical for the success of your project, and as a project manager, you have to think about all the elements that make up your project management plan such as work, time, resources and risks.

Now, we're going to take you through the main project planning steps:

1. Outline the business case

2. Meet with key stakeholders

3. Define project scope

4. Assemble a project team

5. Determine a project budget

6. Set project goals & objectives

7. Outline project deliverables

8. Create a project schedule

9. Assign tasks to your team members

10. Do a risk analysis

11. Create your project plan

12. Report your progress

By following these project planning steps, you'll clarify what you need to achieve, work out the processes you need to get there and develop an action plan for how you are going to take this project plan outline forward.

1. Outline the Business Case

If you have a project, there's a reason for it-that's your business case. The business case outlines reasons why the project is being initiated, its benefits and the return on investment. If there's a problem that is being solved, then that problem is outlined here. The business case will be presented to those who make decisions at your organization, explaining what has to be done, and how, along with a feasibility study to assess the practicality of the project. If approved, you have a project.

2. Meet with Key Stakeholders

Every project has stakeholders, those who have a vested interest in the project. From the ones who profit from it, to the project team members who are responsible for its success. Therefore, any project manager must identify who these key stakeholders are during the project planning process, from customers to regulators. Meeting with them is crucial to get a better picture of what the project management plan should include and what is expected from the final deliverable.

3. Define Project Scope

It refers to the work required to accomplish the project objectives and generate the required deliverables. The project scope should be defined and organized by a work breakdown structure (WBS). Therefore, the project scope includes what you must do in the project (deliverables, sub deliverables, work packages, action items), but also what is nonessential. The latter is important for the project plan, because knowing what isn't high priority helps to avoid scope creep; that is, using valuable resources for something that isn't key to your project's success.

4. Assemble a Project Team

You'll need a capable project team to help you create your project plan and execute it successfully. It's advisable to gather a diverse group of experienced professionals to build a multi-disciplinary team that sees your project management plan from different perspectives.

5. Determine a Project Budget

Once you define your project scope, you'll have a task list that must be completed to deliver your project successfully. To do so, you'll need resources such as equipment, materials, human capital, and of course, money. Your project budget will pay for all this. The first step to create a project budget is to estimate the costs associated with each task. Once you have those estimated costs, you can establish a cost baseline, which is the base for your project budget.

6. Set Project Goals & Objectives

Goals and objectives are different things when it comes to planning a project. Goals are the results you want to achieve, and are usually broad. Objectives, on the other hand, are more specific; measurable actions that must be taken to reach your goal. When creating a project plan, the goals and objectives naturally spring from the business case, but in this stage, you go into further detail. In a sense, you're fine-tuning the goals set forth in the business case and creating tasks that are clearly defined. These goals and objectives are collected in a project charter, which you'll use throughout the project life cycle.

7. Outline Project Deliverables

A project can have numerous deliverables. A deliverable can be a good, service or result that is needed to complete a task, process, phase, subproject or project. For example, the final deliverable is the reason for the project, and once this deliverable is produced, the project is completed. As defined in the project scope, a project consists of subprojects, phases, work packages, activities and tasks, and each of these components can have a deliverable. The first thing to do is determine what the final deliverable is, and how you will know that the quality meets your stakeholder's expectations. As for the other deliverables in the project, they must also be identified and someone on the team must be accountable for their successful completion.

8. Create a Project Schedule

The project schedule is what everything hangs on. From your tasks to your budget, it's all defined by time. Schedules are made up by collecting all the tasks needed to reach your final deliverable, and setting them on a project timeline that ends at your deadline. This can make for an unruly job ahead, which is why schedules are broken into phases, indicated by milestones, which mark the end of one project phase and the beginning of the next.

9. Assign Tasks to Your Team Members

The plan is set, but it still exists in the abstract until you take the tasks on your schedule and begin assigning them out to your team members. Their roles and responsibilities must be clearly defined, so they know what to do. Then, when you assign them tasks from your plan, they should be clear, with directions and any related documentation they will need to execute the tasks.

10. Do a Risk Analysis

Every project has some level of risk. There are several types of risk such as scope risk, technical risks and schedule risk, among others. Even if your project plan is thorough, internal and external factors can impact your project's time, cost and scope (triple constraint). Therefore, you need to regard your planning as flexible. There are many ways to prepare for risk, such as developing a change management plan, but for now, the most important thing to do is to track your progress throughout the execution phase by using project status reports and/or project planning software to monitor risk.

11. Create your Project Plan

As discussed above, a project management plan is a document that's made of several elements. Before we get into a detailed explanation of each of them, it's important to understand that you should include them all to have a solid project plan. The components that you'll need might vary depending on your project, but in general terms, you'll need these main documents to create your project management plan:

12. Report Your Progress

Your ultimate goal is to ensure a successful project for your stakeholders. They're invested, and will not be satisfied twiddling their thumbs without looking at project status reports to track progress. By constructing a work breakdown structure (WBS) during the project planning phase you can break down the project for them so that they understand how your project plan will be executed. Keeping stakeholders informed is important to manage their expectations and ensure that they're satisfied. Having regular planning meetings where you present progress reports are a great way to show them that everything is moving forward as planned and to field any questions or concerns they might have. Your stakeholder management plan will specify how you'll engage stakeholders in the project.

How to Create a Project Plan with ProjectManager

Project planning software is a tool that helps to plan, organize and manage the schedule and resources needed to complete a project. ProjectManager is an award-winning project management software that organizes projects from planning to completion. Sign up for a free 30-day trial and follow along to build a thorough project plan that covers every detail.

1. List Your Tasks for the Plan

Tasks are the building blocks of any project and the start of any plan is identifying all the tasks that lead to your final deliverable.

Open the tool to add your tasks on the Gantt chart or one of the other multiple project views. You can import a task list from any spreadsheet or use one of our templates to get started.

2. Add Duration and Costs to Tasks

Every task has an estimated duration, which is the time it will take to complete it. They will also require a certain amount of funding, which needs to be collected to formulate your plan.

Add the start and end dates for each task in the Gantt and they populate a project timeline, so you can see the whole project laid out in one place. There's also a column for task costs.

3. Link Dependent Tasks

Tasks are not always separate from one another. Often one cannot start or stop until another has started or stopped. That's called a task dependency and needs to be noted in your plan.

Link dependent tasks by dragging one to the other. A dotted line indicates that they're linked, so you stay aware of the fact and can avoid bottlenecks later in the project.

4. Set Milestones & Baseline

A milestone indicates the end of one phase and the beginning of another, which helps with tracking and morale. The baseline sets your plan so you can compare it to actual progress.

There is a filter on the Gantt that automatically sets the baseline, so you can use it to track your actual progress against the plan. The baseline can also be locked with a click.

5. Onboard Team & Assign

Getting the team and the tool together is how a project plan becomes actualized. The easier and seamless this transition, the faster you'll get to work on the project.

Invite your team from the software and it generates an email with a link. Once they follow that link, they're in and have access to the tools they need to manage their tasks.

6. Monitor Progress & Report to Stakeholders

Keeping track of your progress and then updating stakeholders is both how you stay on track and manage your stakeholders' expectations.

See progress as it happens on our real-time dashboard, which calculates data and displays it over six project metrics. Reports can be filtered and shared for a deep dive into those numbers.

7. Adjust Plan As Needed

No plan remains the same throughout a project. Things happen and changes are demanded. Therefore, being able to edit your plan easily is key to the project planning process.

Edit your plan on the Gantt by a simple drag and drop. Move the old date to the new date and not only is that task fixed, but any impacted tasks are also updated automatically.

ProjectManager is an award-winning software that helps managers plan and helps teams get organized. Gantt charts control all aspects of your project plan from scheduling to assigning tasks and even monitoring progress. Multiple project views provide transparency into workflow and give everyone the tools they need to be at their best.
Ready to make your plan? Try ProjectManager today with this free 30-day trial.
The project manager is responsible for producing the project plan, and while you can't make up all the content yourself, you'll be the one banging the keys to type it all out. Use templates where you can to save time. Download our free project plan template and write your plan in double-quick time!

What Is the Purpose of a Project Management Plan?

The purpose of a project management plan is to serve as a guide for the execution and control phases. The project plan provides all the information necessary for the execution phase such as the project's goals, objectives, scope of work, milestones, risks and resources. Then, this information helps project managers monitor and control the progress of the project.

We plan at the beginning to save time later. A good project plan means that you don't have to worry about whether the project participants are going to be available on the right dates-because you've planned for them to be. You don't have to worry about how to pay those invoices-you've planned your financial process. You don't have to worry about whether everyone agrees on what a quality outcome looks like-you've already planned what quality measures you are going to use.

A good project plan sets out the processes that everyone is expected to follow, so it avoids a lot of headaches later. For example, if you specify that estimates are going to be worked out by subject matter experts based on their judgement, and that's approved, later no one can complain that they wanted you to use a different estimating technique. They've known the deal since the start.

Project plans are also really helpful for monitoring progress. You can go back to them and check what you said you were going to do and how, comparing it to what you are actually doing. This gives you a good reality check and enables you to change course if you need to, bringing the project back on track.

Tools like dashboards can help you make sure that your project is proceeding according to plan. ProjectManager has a real-time dashboard that updates automatically whenever tasks are updated.

The Elements of A Project Plan

The project planning process already discussed only scratches the surface of what is a deep well of practices created to control your project. They start with dialogue - speaking to stakeholders, teams, et al.

The deliverable for your planning phase is a document called the project plan. A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fifth Edition says that the project plan is made up of lots of subsidiary plans. These include:

A project scope statement to define all the tasks and deliverables that are needed to complete the project

A risk management plan for dealing with project risk including the processes for logging and tracking risks

A change management plan to manage any changes that will be made to the project plan

A cost management plan for managing costs and the budgeting elements of the project including any procurements or supplier engagements you might have

A resource management plan for managing the material resources such as equipment and the human resources on the team both in terms of availability and skills

A stakeholder management plan setting out who is going to receive messages about the project, when and in what format

A quality plan that specifies the quality targets for the project

That's a lot of documentation.

In reality, it's rare that you'll produce these as individual documents. What you need is a project plan that talks about the important elements of each of these. There's no point creating a big document that sets out exactly how your business works anyway. If you already have a structured risk management process, then don't waste time writing it all down again in your project plan.

Your project management plan needs to include enough information to make sure that you know exactly what processes and procedures need to be followed and who needs to be involved. Get your project plan approved by your stakeholders, your project sponsor and your team so there are no surprises later. As explained above, project planning charts and techniques such as Gantt charts, CPM, WBS or PERT can help you create your project plan.

How Long Does the Project Planning Phase Take?

This is hard to answer. It's going to take longer to plan the moon landing than a new dating app.

The best way to estimate how long your project planning phase will take is to look at similar projects that have happened before, and see how long it took them to plan. Talk to the project manager as well, if you can, because they'll have a view on whether that length of time was enough or not!

It's easy to see how long other projects took if you have a project management tool that archives your old project schedules and makes the data available to everyone who needs it. You can then search for similar projects and study their schedules in detail.

Techniques for the Project Planning Process

A project plan is all about working out what to do and how to do it, so you need to get a lot of people involved. There are several good tools and project planning techniques for getting information from other people including:

Workshops

One-to-one meetings or interviews

Surveys or customer focus groups to gather and validate requirements.

You should also arm yourself with a task management tool, like a list or a kanban board. They are incredibly useful for noting down important things that should be in your project plan. Kanban board software can help structure your plan by writing down the key headings and then moving them around as required until you have a flow that looks right.

Finally, you'll need an online project management system to store your project management plan in. Make sure that everyone in the team can access the latest version of the project plan.

How To Manage Your Project Plan

Your project plan is not a document written in stone. You should be referring back to it and making changes to it as often as you need to. Parts of it, like your project schedule, will change almost daily. Other parts, like your procurement plans and cost management processes, won't change at all during the life of your project.

The important thing to remember is that if your project management plan isn't working for you, think about what you can do to change it. It's there to guide your project management, not restrict you from doing the right thing. If you need to review how you manage work and project resources, then go back and review it. Make the changes you need, get the plan approved again and share it with the team.

How To Make a Project Plan When You Don't Have All the Answers

Yes, this happens-most of the time! It's rare to have all the information at the beginning of a project. Most managers want you to dive in and get started, but you might not have the luxury of knowing all the details.

That's OK; we have techniques to help deal with uncertainty.

First is the project assumption. You use these to put caveats on your plan and to document the things that you assume to be true at this point in time. For example:

We assume that the resources will be available.

We assume that the required funding is available.

We assume that the colors requested will be in line with the company brand and that Marketing sign off is not required.

You get the picture. Then, if the design team comes back and says that they want the product to be a totally new palette of colors and that Marketing has to approve that, you are justified in saying that you'll have to change the timescales on the schedule to make that possible.

You planned based on an assumption (that everyone agreed to, because you got the document approved) and that assumption turned out not to be true.

Next Steps for Project Planning

The most important thing to remember is that you shouldn't rush the project planning process. Done properly, project planning takes time. And it's worth doing it properly because if you don't, we guarantee that you will hit problems later on as people won't understand what they are supposed to do and why.

Great planning sets you up for success. It gives you the confidence of knowing that you've got all your processes, tools and systems in place to deliver the perfect result.

Now that you've learned all about project planning, it's time to take action. Sign up for a free 30-day trial of ProjectManager and start planning your project today!
Start My Free Trial

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This project plan guide covers everything you need to make a great project plan step by step! Learn about planning software tools, best practices and more.

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ProjectManager.com

The world of project management is vast. It covers many industries and requires a range of skills. But the common thread tying this diverse discipline together are the techniques that project managers use to get the job done.

Project management techniques make managing projects easier and more effective. They can be applied to any project, regardless of the field or industry. And used in tandem with project management software, they help save time and reduce costs.

There are many project management techniques to choose from. Here are five of the best that every project manager should know in order to control their projects and steer them to successful ends.

1. Work Breakdown Structure (WBS)

Projects big and small can feel overwhelming at first glance. There's so much to do. The idea of just jumping in and learning how to swim is how projects drown in lost time and costs. As any experienced project manager knows, everything must first get planned before putting it into action.

A work breakdown structure (WBS) is a way to organize the work into smaller, more manageable pieces. According to the Project Management Body of Knowledge (PMBOK), WBS is a "deliverable oriented hierarchical decomposition of the work to be executed by the team."

What that means is the WBS is graphic representation of every task in the project. At the top is the final product with a line that goes down the page to a box (or boxes) that represent the larger tasks which lead to that completed project. Each of these boxes are then attached with lines that go under it to smaller tasks. Use our free work breakdown structure template to help you get started.

Divide and Conquer

This is visually defining the scope of the project into smaller parts that can be worked on by the project team. As the levels go further down on the WBS, there is more definition and detail. This provides a sort of task map for the project.

The WBS is created by the whole team who identifies the major deliverables and then subdivides them into smaller and smaller sub-deliverables. This process continues until the team reaches a point where the task can be accomplished, who will get that assignment.

A WBS defines and organizes a project, but it can also be used to breakdown more than just tasks. Budgets can be calculated based on the breakdown schedule and even risks when a branch is not well defined.

2. Gantt Chart

A Gantt chart is another visual project management technique, but this one has even more applications for a project manager. Making a Gantt chart is a technique, but it can be combined with a Gantt chart tool to make that technique much easier to execute.

When you import a WBS into ProjectManager.com, it creates a visual timeline across the life cycle of your project, with start and end dates. You add the start and end dates, which creates an individual timeline for each task. Now you can see the time it will take to complete each task over the length of the project. This can help you better schedule.

If you're using the online Gantt chart in the ProjectManager.com, you have the freedom to adjust scheduling as needed and even link dependent tasks, by just click and dragging. Task dependencies are used when there are task that can't get started until another is complete. They can be linked on ProjectManager.com, so that there is no downtime or blocking of team members.

Gantt charts can help with more than planning and scheduling tasks over one or multiple projects. You can also plan and schedule entire projects, plan in sprints and milestones, scheduling teams' work and compare planned versus actual timelines in your project.

Each task can now be assigned to individual team members and project managers can automate notifications on upcoming deadlines to keep the project on track. When the team updates their status that information is instantly reflected throughout ProjectManager.com, so everyone is always on the same page.

3. PERT

PERT is an acronym that stands for program evaluation and review technique. It's a project management technique to help with time estimates. Scheduling is critical to getting a project completed on time, obviously, but also within the set budget. The longer you work, the more you pay.

But estimating time for a project isn't easy. There are a lot of factors to take in, many of which are complex and hard to accurately calculate. PERT has been used by project managers to make time estimates that are more accurate.

It was first developed by the US Navy in the 1950s for a project to develop ballistic missiles, which involved an army of contractors. Because of PERT, the project was completed two years ahead of schedule.

So, how does PERT work? It manages probabilities by using many simple statistical methods. PERT breaks down tasks into detailed activities, by using the WBS discussed above, then adds these to a Gantt chart to identify those activities that are interdependent. From that data, you create an illustrative map of the network of activities and their interdependencies.

On the map, a node represents an event and the activities are represented by arrows drawn from one event to another based on its order. From this, the earliest time (TE) and the latest time (TL) for each activity is figured out, as well as the slack time for each activity.

PERT Calculations

PERT has three estimation times, and each activity is designated with one of these estimates:

1. Optimistic time estimate (O), which is the fastest an activity can be done.

2. Most likely time estimate (M) is the estimate that project managers will deliver to upper management if they're only required to submit one.

3. Pessimistic time estimate (P) is the maximum time required to complete an activity.

From all this information collected, there's an equation to estimate the time the project will take, known as the expected time for completion, or E. E is calculated with the following equation: E = (O + 4M + P)/6

The variance possible in the estimated completion time is represented by V. Variance is calculated with the following equation: V=[(P - O)/ 6]^2.

The E and V for every activity is calculated. The Es are totaled, which is the overall time expected to complete the project. The Vs are added to each activity, which is the variance for the entire project. This helps project managers integrate the uncertainty involved in any project's schedule into their methodology.

4. Critical Path Method (CPM)

Critical Path Method (CPM) is a cornerstone of project management techniques. It's been around since the Manhattan Project in the early 1940s, which developed the nuclear bomb by mapping the most important tasks in the project and using that to estimate the project completion date.

CPM requires that you construct a project model that includes a list of all tasks or a WBS, the duration to complete of each of those tasks, what dependencies if any link the tasks and the endpoints, such as milestones and deliverables, for the project.

With this information, you can calculate the longest path from the planned tasks to their completion, including the earliest and latest time these tasks can start and finish without impacting the project schedule. Now you know what tasks are critical to the project and which have float or can be delayed without lengthening the project timeline.

Therefore, as a project management technique, CPM is a sequence of tasks that add up to the longest overall duration, whether there is float (whether free float, which is a dependent task or total float, with is the overall project) or not. With this information, you can figure out the shortest time needed to complete the project.

Enhances Prioritization & Decision-Making

CPM is really an algorithm used to help with decision-making. By taking in specific data (start time, duration, finish time), it determines which activities are most important or critical for the project's success.

In terms of dealing with contingencies, which are always around the corner in any project, CPM has something called fast tracking. This is a process of running multiple tasks on the critical path in parallel. What this does is reduce the overall project time. This only works if the task is not dependent. But it does require further resources and can impact quality.

Another technique is crashing. This is used when a task must be prioritized because of an early deadline and must be allocated with additional resources to complete faster. Crashing helps if more resources are available that can help, or you can use resources from a task with float. But crashing is more for emergencies as it can impact the critical path.

Overall, CPM helps reduce delays by optimizing work along the critical path. It can also visualize dependencies, which allows for tasks to get prioritized. CPM improves organization by breaking down deliverables into sequences. It increases efficiencies and helps calculate float to distribute resources better.

5. Kanban

Kanban is Japanese for billboard and was developed by an industrial engineer at Toyota as a scheduling system to improve manufacturing efficiencies. It is often used in lean manufacturing just-in-time manufacturing (JIT). Like its name in translation, Kanban looks like a series of cards on a board, which is used to visualize workflow.

Kanban can be used as a project management technique to help monitor and manage projects by putting the emphasis on continual delivery without placing too much of a burden on the team. Kanban helps the project team work more efficiently together.

The project board helps team members visualize what they must get done today, seeing their task in the wider context of the others. This limits the amount of work in progress (WIP) and balances the workflow to avoid overburdening the team. Because the cards on the board can be prioritized, workflow is improved. Once one task is done, the card is moved to the next column and the team member starts on the card that on top of their to-do column.

This project management technique fosters a continuous collaborative environment and allows the team to tinker and improve the workflow. Kanban is especially suited for agile projects, but it can be applied to any project and is embraced by more visual thinkers.
ProjectManager.com is a cloud-based project management software that has features that enhance project management techniques and integrates them with a real-time dashboard to monitor and report on progress. Online Gantt charts can upload WBS and other MS Project or spreadsheets to give you greater control. While our Kanban boards visualize the workflow and help teams collaborate and work more efficiently together. Try it for free by taking this free 30-day trial.

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5 Project Management Techniques Every PM Should Know

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ProjectManager.com The world of project management is vast. It covers many industries and requires a range of skills. But the common thread tying this diverse discipline together are the techniques that project managers use to get the job done. Project management techniques make managing projects easier and more effective.

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Suppose you launched a new product last month. However, despite the due diligence and high expectations, its performance is far below expectations.

To determine whether to continue producing it, make alterations, or change the marketing strategy, you'll need to know what went wrong. This is why information is such a critical asset.

Since the beginning of trade, entrepreneurs and businesses have relied on secure, protected data to gain a competitive edge over rivals. However, it's only with accurate and timely data that your company can adequately respond to market changes and consumer needs.

With increased digitization in recent decades, there's a greater need for organizations to access and utilize data. However, most fail to do so efficiently. According to 82% of employees, their productivity is affected by poor information management.

One of the key contributors to this is the challenge of managing multiple systems and data sources, which can be difficult to keep track of.

Businesses need a management information system (MIS) that stores organizes, and analyzes all their business information in one place. However, many on-premise MIS solutions can be expensive and time-consuming to maintain.

Fortunately, by understanding how best to leverage such systems and getting the right partner to support you, you'll be able to capitalize on data to grow your company. Read on to learn more about MIS systems and how Veritas migrates data and brings on-premise MIS to the cloud or hybrid cloud environment.

What Is a Management Information System?

Management Information Systems (MIS) are powerful tools used by managers to compile vast amounts of data from various sources, enabling them to make informed decisions in no time. From day-to-day operations to top-level strategies, MIS systems allow for a comprehensive view of the information needed for decision-making and creating reports on it quickly and effectively.

By leveraging MIS, decision-makers can access comprehensive reports that guide them through everyday minutiae to large-scale strategic initiatives.

Although modern information systems are mainly powered by technology, the idea of the MIS dates back much further than current computing advancements.

An MIS aims to provide managers with feedback on their performance, while executives can utilize the system for oversight and supervision of the overall organization. The MIS usually displays factual data comparing it to pre-planned results and values from last year to track progress toward predetermined objectives.

Partially automated systems connected to check-out counters provide data processed by MIS. Additionally, users can utilize built-in query languages or programmed reports at periodic intervals to obtain information regarding company performance. Managers may even take advantage of specially designed display functions on desk-side computers and networks linked with the system for a quick visual overview of stock activity.

History and Origin of MIS

The MIS is a digital form of numerous record-keeping and accounting processes, with the oldest being ledgers. This system allows business owners to manage their finances efficiently, accurately tracking all money flows in and out.

Automation in MIS was first witnessed in the 1880s with punch-card machines to tabulate and count information. These cards, still remembered by many today, are used to capture data that can then be further processed through other machines, which may generate a printout of tallies.

At the time, these cards were comparable to what you now recognize as database records. IBM was born in 1911 and then referred to as Computing-Tabulating-Recording Company-a company that became world-renowned.

Before IBM, there were C-T-R. Punched cards that helped keep accurate records of time and weights on scales alike. One of the best use case examples of the C-T-R punch cards was the U.S Census which adopted this technology to document and analyze its data successfully.

After World War II, computers became more abundant, and punch-card systems served as their primary source of data input and output. Yet, astonishingly enough, these outdated mechanisms continued to be used until the 1970s.

Eventually, they were replaced by far more efficient magnetic storage media such as tapes and disks. By utilizing these technologies in their computers, tallying was significantly accelerated along with virtually unlimited calculations becoming possible, an important milestone that led to MIS being born.

How an MIS Works

MIS can play numerous roles in your organization. This includes tracking inventory, sales, equipment, and other key business insights.

With technology advancing over the years, MIS systems have gone from running on mainframes to client/server systems. This system is typically operated in the cloud or as a hybrid cloud solution. With these developments, you can access powerful data tools with maximum flexibility and scalability. This then enables you to understand your operations and customers better.

Types of MIS Systems

Considering the vast data businesses interact with, there are different types of MIS systems. Each focuses on a unique data set that supports the functions of respective departments and managers.

On a broad level, you can categorize them as follows:

Management Support Systems (MSS) - Such systems enable end users to generate reports and conduct detailed analyses to help the organization achieve its objectives. By utilizing this efficient mechanism, you can gain valuable insights that improve the decision-making processes.

Transaction Processing System (TPS) - From payroll processing to order fulfillment for an online store and even invoicing, these solutions handle the everyday transactions of a business.

Decision Support Systems (DSS) - By evaluating pertinent business data, Decision Support Systems (DSS) can offer managers robust information which helps them make informed decisions. For example, a DSS can accurately predict potential revenue dependent on the assumptions of new product sales.

Expert Systems - Leveraging the power of AI, these solutions give managers access to invaluable insight and guidance that simulates the expert know-how of a professional in any given industry.

With each category above, an MIS is designed for specific tasks. Examples include:

Human Resource Information System (HRIS) - This type of MIS focuses on the management of employees. HRIS systems typically include payroll management, benefits management, managing employee performance reviews, and tracking employee attendance.

Production Management Information System (PMIS) - This system is used in manufacturing with a primary focus on managing and tracking production processes. With this system, management can easily track the status of their entire plant and make decisions accordingly.

Laboratory Information Management System (LIMS) - LIMS is explicitly designed for laboratory management. This MIS allows you to track chemicals, samples, and other relevant laboratory-related data.

How Does MIS Compare to IT Management?

MIS is a management-level function, while Information Technology (IT) management is at an organizational level. Thus, MIS reports to the organization's management, while IT management is responsible for the overall operations of the organization's IT management.

The Role of MIS (Importance of MIS)

In today's world, businesses are faced with more data than ever before. As a result, organizations need to maximize their MIS to understand their customers better and optimize processes.

With an MIS department and software systems, businesses can gain a significant edge in their industry. The data collected by an MIS system is invaluable for decision-making related to sales, manufacturing processes, resource distribution, and much more. In addition, both facets of this technology are incredibly helpful in increasing productivity as employees have more time to focus on productive tasks.

The MIS department is essential in delivering vital support services within any organization. Its roles include:

Governance - The MIS department is responsible for devising, managing, and enforcing regulations surrounding the use of computing systems within an organization. This includes developing IT security measures and implementing guidelines concerning employee usage of the company's technology resources and network infrastructure. In addition, MIS works to ensure protection against any unauthorized access or malicious intent.

Infrastructure - The MIS department is critical to the daily operations of your business, providing invaluable support services for phones, desktops/laptops, servers, and computer applications. They are an essential lifeline when it comes to troubleshooting any issues related to the infrastructure and helping employees with their computing needs. Cloud computing is also a primary focus since it's become increasingly important in today's digital world.

Data management - The MIS department manages and maintains critical systems that equip employees to access and modify business data. Additionally, they must guarantee the security and reliability of these data management platforms.

Benefits of an Information Management System

The MIS provides numerous benefits to both large organizations and small businesses. Some of these include:

Improves Data Accuracy

As you know, data is essential for a company's day-to-day running and growth. However, it's not just about having data but accessing the correct information. With an MIS system, businesses can have a single source of truth from which they can access accurate and reliable data. This eliminates the need for manual processes and reduces the potential for human errors.

Improves Business Efficiency

Your MIS can help you identify areas of inefficiency and optimize processes. By collecting data and analyzing it, you can discover opportunities to automate workflows and streamline operations. This not only improves overall efficiency but also frees up employees to focus on more strategic tasks.

Access Information Faster

Information management is invaluable, providing you with easier access to vital data. As an information manager, it can make your job substantially more manageable if you understand how to maximize the use of available resources and enhance the accuracy, quality, and timeliness of enterprise information management.

Develop a Robust Information Policy

Having MIS systems is great. However, without a robust information policy, you won't get the most out of them. This will help you protect your data and ensure it is stored securely.

An information management system lets you create a standardized set of policies that govern the use of data within an organization, such as access rights, security measures, and authorized personnel.

To ensure that all employees understand your organization's information policy well, it's essential to provide a comprehensive overview of the guidelines and help them handle their data throughout its lifecycle.

Supports Business Needs

You can use the information to monitor changes and enhance their performance when managed correctly. This entails utilizing it for planning, organizing, and tracking purposes. Furthermore, one of the advantages of information management is that it provides the necessary data required to promote business processes, decision-making capabilities, and operations.

Improves Risk Management

Staying up-to-date on the most current information management trends is essential for any organization looking to decrease security risks. One of its key benefits lies in its ability to increase data protection and reduce potential physical and digital threats. Information security works to keep sensitive data secure and prevent unauthorized users from accessing your network's trove of valuable resources.

Business Intelligence

Business intelligence (BI) is a term used to define technologies, applications, and processes that enable an organization to collect data from internal systems and external sources. It's then analyzed to make informed decisions about business operations.

Your MIS can help make it easier for you to get the most out of your data by integrating BI tools and features. This can help you gain greater insights into your customer base, their behaviors, preferences, and market trends.

Enhance Service Delivery

The MIS makes it easier for the management to deliver services promptly and efficiently. It allows management to quickly access and analyze data, identify processes that need improvement, and create strategies that can optimize operations.

Furthermore, MIS systems provide visibility into customer behavior and preferences, which can help you customize your service delivery. This enables you to create a customer experience tailored to their needs.

One of the sad truths about business is that something will go wrong at some point. The most important thing is how you bounce back. With a MIS, you can store vital data and have it ready for recovery in an emergency.

This is beneficial as it will ensure that your business can continue operating with minimal downtime, even if disaster strikes. It also means that all your valuable data is kept secure and safe from malicious actors.

Enhanced Data Analytics

Data analytics companies can rapidly detect patterns and insights, which can then be leveraged to drive strategic decision-making. For instance, if a specific kind of business is likely to suffer from corruption or thievery more often than others, it might prove more productive to prioritize detecting such occurrences by concentrating on areas with abundant data available.

By leveraging management information systems, businesses of all sizes can maximize their data management strategies and improve their overall efficiency and productivity. With the right MIS system, you can easily access the data needed to inform decisions and gain a competitive edge in the market.

Management Information System Careers

Aside from the software systems, MIS is also a department in a company responsible for managing and developing the management information systems. As such, MIS personnel are in high demand as they help provide invaluable insights into business processes, operations, and strategies.

Careers in MIS involve data analysis and management, IT management, business intelligence, application development and management, software engineering, project management, and more.

Some of the desirable skills among MIS professionals include:

Excellent communication and interpersonal skills

Strong problem-solving and analytical thinking

Organizational and management skills

Expertise in software development, database management, business intelligence, and analytics

Experience with enterprise management systems

Ability to work independently with minimal supervision

The demand for MIS professionals spans numerous industries, including retail, finance, healthcare, and government. If you're looking to pursue a career in the subject, then a degree in MIS or a related field is essential for success.

Some of the career paths available in this line of work include:

Technical services manager

Information systems manager

Systems administrator

Networking specialist

How Veritas Can Help

When it comes to matters of technology and business performance improvement, Veritas is your ideal partner. We offer numerous products, including a data migration and availability solution that can help you move an MIS from on-prem to the cloud while keeping all your data available and protected.

Our cloud-native solutions enable you to unlock the full value of your data, allowing you to make better decisions and gain insights faster.

At Veritas, we strive to provide the highest quality services that meet all your business needs. Our experienced team will work with you every step of the way to ensure a smooth transition and help you achieve success.

With our solutions, you can ensure that your business remains up-to-date with the latest technology, allowing you to improve your business performance and stay competitive in today's market.

Our enterprise-grade solutions are designed to keep your data secure and organized, ensuring that all your information is kept safe from malicious actors. With our advanced analytics solutions and expertise in software engineering, we'll help you make decisions more quickly and accurately. So, if you're looking to take your business to the next level, contact us today and let's get started on the road to success.

So, get in touch with us today for more information on our solutions and to learn how we can help you prepare a comprehensive strategy.
Veritas customers include 95% of the Fortune 100, and NetBackup™ is the #1 choice for enterprises looking to protect large amounts of data. Learn how Veritas keeps your data fully protected across virtual, physical, cloud and legacy workloads with Data Protection Services for Enterprise Businesses.
Frequently Asked Questions

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Unlocking the Power of the Management Information System

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Learn about management information systems and their role in businesses. Discover the types of management information systems, benefits, and careers available.

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What is Project Governance? Project Management in Under 5

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What is a Business Case? Project Management in Under 5

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Scrum vs Kanban: Two Agile Teams Go Head-to-Head

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What Is the Critical Path In Project Management?

In project management, the critical path is the longest sequence of tasks that must be completed to execute a project. The tasks on the critical path are called critical activities because if they're delayed, the whole project completion will be delayed. To find the critical path, project managers use the critical path method (CPM).

What Is the Critical Path Method (CPM)?

The critical path method (CPM) is a project management technique that's used by project managers to create an accurate project schedule. The CPM method, also known as critical path analysis (CPA), consists in using the CPM formula and a network diagram to visually represent the task sequences of a project. Once these task sequences or paths are defined, their duration is calculated to identify the critical path.

Related: 12 Free Project Scheduling Templates for Excel

Finding the critical path is very helpful for project managers because it allows them to:

Accurately estimate the total project duration.

Estimate the time that's necessary to complete each project task.

Identify critical activities which must be completed on time and require close supervision.

Find out which project tasks can be delayed without affecting the project schedule by calculating slack for each task.

Identify task dependencies, resource constraints and project risks.

Prioritize tasks and create realistic project schedules.

Once done by hand, the critical path can now be calculated automatically with project scheduling software equipped with Gantt charts, which makes the CPM method much easier. ProjectManager is project management software that helps you quickly implement the critical path method. Build a project schedule on our award-winning Gantt chart, then simply filter for the critical path. When it's time to execute, your team can collaborate with a task list, kanban board or calendar. And you can track everything with dashboards and reports to ensure you stay on track. Get started today absolutely free.

The critical path method was developed in the late 1950s by Morgan R. Walker and James E. Kelley. The origins of the critical path method are closely related to the Program Evaluation and Review Technique (PERT), a similar method that is commonly used in conjunction with CPM in project management.

CPM vs. PERT

The critical path method (CPM) and program evaluation and review technique (PERT) are both project scheduling techniques. But they aren't interchangeable. We've been talking about CPM, but before we compare it to PERT let's define the term.

PERT is used to get accurate time estimates for complicated projects. It uses an algorithm to calculate the estimated duration for unpredictable activities. It focuses on events and milestones on a PERT chart with nodes in the wireframe when developing projects.

However, while these are two different techniques, PERT and CPM can be used together for project planning and scheduling. The difference between them lies in that PERT is about time planning and time management, while CPM is about time and budgeting. PERT delivers a project quickly and CPM gets the project done on budget and on time.

Now that we know what's the critical path of a project, we can learn about the critical path method (CPM), an important project management technique that's based on this concept.

When Should You Use Critical Path Analysis?

Critical path analysis is another way of referring to the critical path method. As noted, it's used by industries with complex projects, such as aerospace, defense, construction and product development.

Therefore, critical path analysis is a crucial first step in developing a project schedule. It's done early in the life cycle of a project, usually in the planning phase, but it's not unheard of to have CPM as part of a project proposal before the project has been approved.

By understanding which are the critical tasks in a project you can focus on getting those done if time, resources and costs are an issue. Knowing this in advance of executing a project will help you deliver that project successfully.

Related: Free Project Plan Template

What Is the Importance of CPM in Project Management?

Projects are made up of tasks that have to adhere to a schedule in order to meet a timeline. It sounds simple, but without mapping the work, your project scope can quickly get out of hand and you'll find your project off track.

Using the critical path method is important when managing a project because it identifies all the tasks needed to complete the project. It then determines the tasks that must be done on time, those that can be delayed if needed and how much float or slack you have.

When done properly, critical path analysis can help you:

Identify task dependencies, resource constraints and project risks

Accurately estimate the duration of each task

Prioritize tasks based on their float or slack time, which helps with project scheduling and resource allocation

Identify critical tasks that have no slack and ensure those are completed on time

Monitor your project progress and measure schedule variance

Use schedule compression techniques like crash duration or fast tracking

Critical Path Diagram

As you can see in this critical path diagram, project activities are represented by letters and the critical path is highlighted in green. Tasks F, G and H are non-critical activities with float or slack. We can also identify task dependencies between the critical path activities, and also between activities (A, F and G) or (A, H and E), which are parallel tasks.

Critical Path Method (CPM) Formula

Before we learn how to use the CPM formula, we need to understand some key CPM concepts.

Earliest start time (ES): This is simply the earliest time that a task can be started in your project. You cannot determine this without first knowing if there are any task dependencies

Latest start time (LS): This is the very last minute in which you can start a task before it threatens to delay your project timeline

Earliest finish time (EF): The earliest an activity can be completed, based on its duration and its earliest start time

Latest finish time (LF): The latest an activity can be completed, based on its duration and its latest start time

Float: Also known as slack, float is a term that describes how long you can delay a task before it impacts its task sequence and the project schedule. The tasks on the critical path have zero float because they can't be delayed

The critical path method formula has two parts; a forward pass and a backward pass.

Forward Pass in CPM

Use the CPM diagram and the estimated duration of each activity to determine their earliest start (ES) and earliest finish (EF). The ES of an activity is equal to the EF of its predecessor, and its EF is determined by the CPM formula EF = ES + t (t is the activity duration). The EF of the last activity identifies the expected time required to complete the entire project.

Backward Pass in CPM

Begins by assigning the last activity's earliest finish as its latest finish. Then the CPM formula to find the LS is LS = LF - t (t is the activity duration). For the previous activities, the LF is the smallest of the start times for the activity that immediately follows.

Critical Path Method Example

Let's take a look at a critical path example to better understand how the critical path method is used in project management. Although it's high-level, it can help you visualize the meaning of a CPM schedule.

We'll use this critical path diagram to explain the elements that make up the critical path analysis process. To keep things simple, we've already done the calculations for this example using the CPM formula.

The above critical path method example shows the critical path for getting a website online. All the tasks that are scheduled to build and launch the website are shown in the rectangular nodes.

Some of the tasks are being done at the same time as others. For example, the work on defining a target market is being done as the design is being done and the content for the site is being drafted.

However, not all these tasks are equally important. Some aren't critical to getting the site live by the deadline. That's where the critical path comes in. It has identified by the colored arrows all the tasks that must be done in order to complete the project plan on time.

Critical Path Method Steps

Now that you know the key concepts of the critical path method, here's how to calculate the critical path in 8 steps.

1. Collect Project Activities

Use a work breakdown structure to collect all the project activities that lead to the final deliverable.

2. Identify Task Dependencies

Determine which tasks are dependent on other tasks before they can begin. Use your judgment and your team members' feedback. Failing to define task dependencies correctly makes the critical path method useless.

3. Create a Critical Path Diagram

A CPM diagram or network diagram, depicts the order of activities.

4. Estimate the Timeline

To use the critical path method, you'll need to estimate the duration of each task. Use data from past projects and other sources of information such as subject matter experts.

5. Use the Critical Path Formula

The critical path uses an algorithm, also referred to as the CPM formula. That algorithm has two parts, the forward pass and the backward pass. The forward pass is determined by using the earliest start for each activity (ES) and the earliest finish (EF). The ES of an activity equals the EF of the one before it. The EF is calculated by EF = ES + t (the duration of an activity).

The backward pass assigns the last activity's EF as its latest finish. Then use the CPM formula to find the LS, which is LF - t. For the activities before that, LF is the smallest of the start times for the next activity.

6. Identify the Critical Path

The activities with 0 float make up the critical path. All of these critical path activities are dependent tasks except for the first task in your CPM schedule. All project tasks with positive slack are parallel tasks to the critical path activities.

7. Revise During Execution

Continue to update the critical path diagram as you go through the project execution phase. These critical path analysis steps determine what tasks are critical and which can float, meaning they can be delayed without negatively impacting the project schedule. Now you have the information you need to plan the critical path schedule more accurately and have more of a guarantee you'll meet your project deadline.

You also need to consider other changes or constraints that might change the project schedule. The more you can account for these unexpected events or risks, the more accurate your critical path schedule will be. If time is added to the project because of these constraints, that's called a critical path drag, which is how much longer a project will take because of the task and constraint.

Benefits of Using CPM in Project Management

There are many reasons to use the critical path method. It's a great project management tool to help you deliver your project on time and within budget, but we've already discussed that at length. Here are some other benefits of using CPM.

Critical Path Analysis Improves Team Communication

It fosters better communication within the project team. Everyone is involved in providing input and that brings the expertise of various project team members together for the better good of the project as a whole. This includes subcontractors, architects, electricians, construction managers, etc.

CPM Helps Prioritize Tasks

Naturally, having determined the critical path is going to help you prioritize your work. You know the tasks that must be done and that gives you wiggle room if there are issues with time or cost. You might not get every activity done, but you'll get the ones finished that are critical to the project.

CPM & PERT Help Create Accurate Schedules

The critical path method will help you make a more accurate project schedule, especially when you use it in conjunction with PERT charts. You can estimate better and discover areas of risk and prepare to respond to them to avoid costly delays.

CPM & Gantt Charts Help Map Out Project Plans

Another benefit is the visual nature of CPM, especially when mapped on the timeline of a Gantt chart. Having a visual element to communicate the project schedule is always a plus. Not everyone absorbs information in the same way. Visual tools help teams better understand what's expected of them and when it's expected.

CPM Training Video

Do you still have questions about the critical path method? In this video, Jennifer Bridges PMP, explains how to find the critical path using a CPM diagram.

CPM & Project Management Software

As stated, the critical path method (CPM) was first invented in the late 1950s. During those times, project scheduling software didn't exist, and project managers had to calculate the critical path manually.

Fortunately, today there are many project management software alternatives that can help with the critical path process. Most of them use Gantt charts to represent CPM diagrams and calculate the critical path, but their feature sets vary greatly. One of the most commonly used project management software to identify the critical path is Microsoft Project. However, it has major drawbacks that make ProjectManager a better choice.

Here are some of the main features that you'll need as a project manager to properly use the critical path method for your scheduling process.

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Critical Path Method (CPM) in Project Management

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Learn all about the critical path method in project management, including how to calculate it quickly with modern project management tools.

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Presentation software - Tools and techniques - GCSE ICT Revision - WJEC - BBC Bitesize

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Revise the required specifications that are needed to create an optimal web page using HTMLs, text, images, videos and animations.

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Employees want to understand their job responsibilities, whom they report to, what decisions they can and should make and how they interact with other people and teams within the company. An organizational structure creates this framework. Organizational structures can be centralized or decentralized, hierarchical or circular, flat or vertical.

Centralized vs. Decentralized

Many companies use the traditional model of a centralized organizational structure. With centralized leadership, there is a transparent chain of command and each role has well-defined responsibilities.

Conversely, with a decentralized organizational structure, teams have more autonomy to make decisions and there may be cross-collaboration between groups. Decentralized leadership can help companies remain agile and adapt to changing needs.

Hierarchical vs. Circular

A hierarchical organization structure is the pyramid-shaped organization chart many people are used to seeing. There is one role at the top of the pyramid and the chain of command moves down, with each level decreasing in responsibilities and authority.

On the other hand, a circular organization chart looks like concentric circles with company leadership in the center circle. Instead of information flowing down to the next "level," information flows out to the next ring of management.

Vertical vs. Flat

A vertical organizational chart has a clear chain of command with a small group of leaders at the top-or in the center, in the case of a circular structure-and each subsequent tier has less authority and responsibility. As discussed below, functional, product-based, market-based and geographical organizational structures are vertical structures.

With a flat organization structure, a person may report to more than one person and there may be cross-department responsibilities and decision-making authority. The matrix organizational structure described below is an example of a flat structure.

Benefits of Creating an Organizational Structure

There are many benefits to creating an organizational structure that aligns with the company's operations, goals and objectives. Clearly disseminating this information to employees:

Provides accountability

Clarifies expectations

Documents criteria for promotion

Designates decision-making authority

Creates efficiency

Fosters collaboration

Essential Elements of Clear Organizational Structure

Regardless of the special type of organizational structure you choose, it should have the following components:

Chain of command

Roles and responsibilities

Scope of control

Decision-making authority

Departments or teams within the organization

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7 Organizational Structure Types (With Examples)

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Every company needs an organizational structure-whether they realize it or not. The organizational structure is how the company delegates roles, responsibilities, job functions, accountability and decision-making authority. The organizational structure often shows the "chain of command" and how info

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What is a Functional Organization Structure? | PM Study Circle

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The functional organizational structure helps organizations run their businesses. Those involved with ongoing operations adopt this model.

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Different interests. People may focus on personal or departmental goals over organizational ones. Or be held up and frustrated by others who they rely on to do their jobs effectively.

Five Conflict Resolution Strategies

When you find yourself in a conflict situation, these five strategies will help you to resolve disagreements quickly and effectively:

1. Raise the Issue Early

Keeping quiet only lets resentment fester. Equally, speaking with other people first can fuel rumor and misunderstanding.

So, whether you're battling over the thermostat or feel that you're being micromanaged, be direct and talk with the other party. However, if you're afraid of making that approach, or worry that it may make the problem worse, speak with your manager first, or your HR department if the other party is your manager.

Either way, be assertive (not aggressive) and speak openly. This will encourage others to do the same - and you can get to the root cause of a problem before it escalates.

2. Manage Your Emotions

Choose your timing when you talk to someone about the conflict. If you're angry, you may say something you'll regret and inflame the situation. Be careful to avoid playing the blame game.

So stay calm, collect yourself, and ask, "What is it I want to achieve here?", "What are the issues I'm having?" and "What is it that I would like to see?"

3. Show Empathy

When you talk to someone about a conflict, it's natural to want to state your own case, rather than hear out the other side. But when two people do this, the conversation goes in circles.

Instead, invite the other party to describe their position, ask how they think they might resolve the issue, and listen with empathy.

Putting yourself in the other person's shoes is an essential part of negotiation. This helps you to build mutual respect and understanding - and to achieve an outcome that satisfies both parties.

4. Practice Active Listening

To identify the source of the conflict you have to really listen. To listen actively:

Paraphrase the other party's points to show you're listening and really understand them.

Look out for non-verbal signals that contradict what they are saying, such as a hesitant tone behind positive words. Bring these out into the open sensitively to address them together.

Use appropriate body language, such as nodding your head, to show interest and to make it clear that you're following them.

5. Acknowledge Criticism

Some of the things the other person tells you may be difficult to hear. But remember that criticism or constructive feedback is about job behaviors and not you as a person.

So, keep an open mind and use criticism to help you to identify areas to improve, perform better next time, and grow.

Glasers' Three-Step Strategy for Conflict Resolution

Conflict management consultants Peter and Susan Glaser recommend a three-step strategy for resolving conflict, and it draws on many of the skills we've looked at above. You can hear the Glasers talking about their model in our exclusive interview with them. [1]

The steps for these conflict resolution skills are:

Prove that you understand their side.

Acknowledge that you are part of the problem.

Try again if the conversation didn't go well.

Let's try a training exercise and apply each step to a fictional conflict resolution scenario.

Conflict Resolution Training Example

Imagine that the heads of two departments are in conflict. Product Manager Sayid changed the price of a product without letting Marketing Manager Gayanne know. As a result, the marketing team sent out an email to customers with incorrect prices. They had to send out a follow-up email apologizing for the error, and make good on the price some customers paid for the product.

1. Prove That You Understand Their Side

Instead of blaming Sayid, Gayanne asks him how he came to make the decision. She uses her questioning and listening skills to get the information she needs and to show that she's truly hearing Sayid's response.

She discovers that Sayid was pressured by a major client to drop the price or risk losing a contract. She empathizes, saying, "Yes, I've had difficulties with that client before, too."

As Susan Glaser says, "Only when you believe that I understand you, will you be willing to try to understand my perspective." [2]

2. Acknowledge That You Are Part of the Problem

If you're in conflict with someone, it's unlikely you're free of all blame. So admit your part in it. This leads to mutual trust, a better understanding of one another, and makes it easier to find a solution.

In our scenario, Gayanne could say to Sayid, "I should have shared our marketing strategy and email send dates with you. I'll do that right away."

3. Try Again if the Conversation Doesn't Go Well

Despite the progress they've made, relations between the two managers remain frosty, so Sayid calls Gayanne the following week. He says, "I was thinking about our conversation, and I'd like to try again because I'm not happy with how it went. I've had time to take your points on board, and I'd like to talk about how we can work together better going forward."

Remember that you get more than one shot at resolving a conflict. Susan Glaser says, "There's a myth that if we have a bad conversation with someone it's over. In fact, 'do overs' are powerful." [3]

Frequently Asked Questions
Why is conflict resolution important in the workplace?
Unresolved conflicts can hinder productivity and damage team dynamics. Effective conflict resolution helps maintain a positive work environment, promotes collaboration, and ensures issues are addressed before they escalate.
What are some common sources of workplace conflicts?
Workplace conflicts can arise from differences in communication styles, conflicting goals, personality clashes, misunderstandings, resource allocation, or competing priorities. Recognizing these sources is crucial for timely intervention.
How can a team manager effectively address conflicts among team members?
A team manager should act as a mediator and facilitator. Begin by listening to both sides, understanding perspectives, and acknowledging emotions. Encourage open dialogue, find common ground, and work together to find a solution that is fair and beneficial for all parties.
What strategies can managers employ to prevent conflicts from escalating?
Managers can implement proactive measures such as fostering a transparent communication culture, setting clear expectations, defining roles and responsibilities, and promoting team-building activities. By addressing potential sources of conflict early on, managers can prevent minor issues from turning into major disputes.
How does effective conflict resolution contribute to team productivity?
Resolving conflicts promptly maintains a harmonious working environment where team members feel valued and understood. This leads to improved morale, increased focus on tasks, and a more efficient workflow, ultimately enhancing overall team productivity.
When is it appropriate to involve higher management in conflict resolution?
Involving higher management should be considered when conflicts cannot be resolved at the team level or when the conflicts involve larger organizational issues. Higher management can provide a neutral perspective and additional resources to facilitate resolution.

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Conflict Resolution - 8 Ways to Resolve Conflict in the Workplace

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Discover skills and strategies for resolving conflict with your colleagues and reach positive outcomes even when you don't see eye to eye.

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Stakeholder engagement and stakeholder management are arguably the most important ingredients for successful project delivery, and yet are often regarded as a fringe activity or one that can be outsourced to business-as-usual functions. Project managers depend on people to respond to the outputs and benefits that they deliver. People will only respond if they are engaged.

The phrase "stakeholder management" implies that these people can be made to respond positively to a project, but the truth is that a project manager frequently has no formal power of authority and therefore has to rely on engagement to achieve his/her objectives.

The '10 Key Principles' that was developed out of a joint project between the Royal Institute of Chartered Surveyors (RICS) and the Association of Project Management (APM).

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10 Principles Of Stakeholder Engagement | APM

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Stakeholder engagement and stakeholder management are arguably the most important ingredients for successful project delivery. This page is your gateway to a collection of Resources including: case studies, patterns, tools, bibliography, presentations and videos.

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What is scheduling in project management?

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Project schedule is a timetable showing the forecast start and finish dates for activities or events within a project.

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ProjectManager.com

Resource allocation is just a fancy term for a plan that you develop for using the available resources at your disposal in a project. This is mostly a short-term plan set in place to achieve goals in the future.

Resources are varied. Everything from the people you're working with and the equipment they're using to complete their tasks to the materials and other supplies you need to even the site where you're working on the project all fall under the umbrella of resources.

That's a lot to allocate.

Don't worry we've got your back. The following are some general tips to help you with your resource allocation when managing a project.

1. Know Your Scope

Before you can allocate your resources or manage them, you have to determine the scope of the project you're working on. Is it a big or small project, long or short?

Once you have those questions answered, then you can make the right decision on what resources you'll need and how many of them are necessary to complete the project.

The clearer the project scope is, the better you'll be able to figure out how to allocate your resources. Therefore, take the time to get the full picture of the project prior to doing any resource allocation.

2. Identify Resources

You know the scope of the project, it's objective and the tasks necessary to get the work done on time and within the budget approved, now you have to get your resources together.

But that doesn't mean you have an unlimited pool from which to pull from. So, you have to see who's currently available, what equipment you're going to need or purchase and where are you going to perform the tasks for this project, and is that space available.

Before you can allocate resources, you have to have them. So, make a list using the criteria above and then make sure it fits within the budget allotted for the project.

3. Don't Procrastinate

You're a project manager. You live and die by your planning. Resource allocation is no different. Waiting until something has gone awry means you have to scramble to get it back on track, if that's even possible.

It's inevitable that resources will need reallocation. What plan have you ever created that was set in stone? Therefore, in the planning process you should take some time to research where and when you might have a blocked team member or task dependencies.

By setting up a resource plan and noting these red-flag warnings, and more importantly figuring out how you'll respond to them, beforehand, you're prepared to handle them when they arise. And they'll always arise.

4. Think Holistically

It's a problem when you're so focused on process that you neglect to lift your head up from the project plan to note what is actually happening. This isn't merely checking your estimates against actual progress in the project, though that is important, too.

What you must always be aware of is the state of your resources. For example, what is the schedule for your team, are any taking vacation time, are they sick, etc.? Also, what is the duration of the lease for site or equipment?

Don't let any of these details get past you because of tunnel vision. Look at the whole project, not just the various pieces, as captivating as it can be to lose oneself in project metrics.

5. Track Time

You always want to keep a close eye on time, how your team is working and if they're being efficient. It's your job to make sure that a task that can be completed in a day doesn't take a week. There are ways to improve time tracking.

To do this you must keep track of your team's workload. That requires the right tools to give you real-time data collected on one page where you can both see and schedule ahead when needed.

With a dashboard tool, you can see whether your resources are properly allocated and, if not, easily reschedule them. That way you can balance the workload and run a more efficient project.

6. Use Tools

Speaking of tools, project management software is a great asset to managing your resources more productively. With an online tool, you get project data instantly updated.

You can see where your resources are allocated across a calendar that is color-coded to note whether they're on- or off-task, on vacation or sick. Rescheduling to help a team member who is overtasked is a simple click of the keyboard.

You can also set up notifications, so when a task is running behind you know about it before it becomes a problem. And you can automate email notifications to keep team members on schedule without micromanaging them.

7. Don't Over-allocate

Many managers over-allocate, whether because of poor planning or an inability to say no, which doesn't help. Instead of bringing in the project on time and within budget, over-allocation threatens team burnout.

Be honest. Do you suffer from this bad habit? If so, stay vigilant and avoid it. If you don't, there's a good chance you'll tarnish team morale and the quality of their project work.

It's unfair to expect so much from your resources that they break. Re-examine your resource plan and make use it allocated the resources you have for the project evenly.

8. Be Realistic

While it's good practice to be prepared for issues that might arise in your project, you don't want to hog resources by adding too many people or days to your schedule.

When you do this, you're skewing the project estimate and messing with the effectiveness of long-term planning. It's going to take from your bottom line.

Remember when we mentioned comparing your estimated to actual utilization? This is where that process helps keep you properly allocated. Using a tool, like we noted above, is also key to getting an accurate sense of how the project is going.

9. Have a Routine

As a manager, you plan and then you execute and monitor. It's all very structured. But sometimes things like resource allocation falls through the cracks, which is only going to come back and haunt you.

Therefore, you want to set up regular check-ins, say a specific day and time every week, to go through your resources, check your PM tools and make sure no one over-tasked for the week's work ahead.

Another thing you can do is speak with your team members, get a sense of what's going on with them on the front lines of the project, ask if they have any issues. By setting up a routine check-in and keeping updated by your PM software, you get a clear sense of your resources.

10. Know Your Resources

You can't manage what you don't know. You should know the experience and skills and personality very resource that you've tasked or allocated to support the project.

For example, you should create a profile for each of the members of your project team. What are their skills and experience? The more you know about them, the better you'll be able to place them in the project and assign tasks which they can best perform.

You probably have something like this already from when you were assembling your team and had written a job description for each of them. Keep those files up to date as their skills and experiences broaden.
If you're looking for a project management tool that can help you implement those tips and manage your resources properly, then look no further. ProjectManager.com has all the features mentioned above to help you manage your resources, and it's a cloud-based software, which means the information you're working with is in real-time. See how it can help you by taking this free 30-day trial today!

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10 Resource Allocation Tips for Managers

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ProjectManager.com Resource allocation is just a fancy term for a plan that you develop for using the available resources at your disposal in a project. This is mostly a short-term plan set in place to achieve goals in the future. Resources are varied.

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What is sustainability in project management | APM

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Sustainability in the project profession is an approach to business that balances the environmental, social, economic aspects of project-based working to meet the current needs of stakeholders without compromising or overburdening future generations.

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VUCA represents a set of challenges that individuals, teams, managers, and organizations in affected industries all have to face. Individually, these challenges can be significant, but they can be formidable when they're combined.

Why Is VUCA Important?

Many people predict that volatility, uncertainty, complexity, and ambiguity are going to become more and more prevalent in the business world. To manage teams in the VUCA age, you should be aware of the changes that this kind of environment can cause.

A VUCA environment can:

Destablize people and make them anxious.

Sap their motivation.

Thwart their career moves.

Make constant retraining and reshaping a necessity.

Take huge amounts of time and effort to fight.

Increase the chances of people making bad decisions.

Paralyze decision-making processes.

Jeopardize long-term projects, developments and innovations.

Overwhelm individuals and organizations.

Take its toll on internal culture.

"Bleed" inwards and create VUCA environments within organizations.

If your industry or organization is affected by this environment, you have to reconsider the way you and your business operate.

How to Manage in a VUCA World

Although VUCA might seem inescapable in certain industries, you can manage yourself, your team and your organization to mitigate its effects. You can even use it to your advantage.

The key to managing in this environment is to break VUCA down into its component parts, and to identify volatile, uncertain, complex, or ambiguous situations. Each type of situation has its own causes and resolutions, so you should aim to deal with one at a time.

In his book, Johansen proposes a framework that you can use to respond to VUCA threats, called VUCA Prime. He suggests that you should do the following:

Counter Volatility With Vision

Accept and embrace change as a constant, unpredictable feature of your working environment. Don't resist it.

Meet Uncertainty With Understanding

1. Pause to listen and look around. This can help you understand and develop new ways of thinking and acting in response to VUCA's elements.

2. Review and evaluate your performance. Consider what you did well, what came as a surprise, and what you could do differently next time.

3. Simulate and experiment with situations, so that you can explore how they might play out, and how you might react to them in the future. Aim to anticipate possible future threats and devise likely responses. Gaming, scenario planning, crisis planning, and role playing are useful tools for generating foresight and preparing your responses.

React to Complexity With Clarity

Fight Ambiguity With Agility

Encourage your people to think and work outside of their usual functional areas, to increase their knowledge and experience. Job rotation and cross training can be excellent ways to improve team agility.

From 'Leaders Make the Future: Ten New Leadership Skills for an Uncertain World,' by Bob Johansen. First edition © 2009. Reproduced with permission from Bob Johansen.

Benefits of Managing in a VUCA World

In an industry or organization that's affected by VUCA, you have a choice. Either you allow VUCA to "manage," overload and overwhelm you, or you accept and manage it, so that you and your team can mitigate its effects. When you decide to accept VUCA, you choose to make yourself and your people less vulnerable, and you empower everyone to deal with uncontrollable, unpredictable forces.

You can view VUCA as a challenge to improve your leadership and management skills, and you can turn it into an opportunity to make your team more effective by focusing on the following areas:

: work with your people to address VUCA threats at a team level.

: see complexity and uncertainty as drivers for delving deeper before making decisions, rather than as overwhelming forces.

and : consider process and workflow innovation as a way to tackle VUCA, rather than as something that might suffer because of it.

: look for better deals and opportunities, instead of relying on your usual vendors and suppliers. In a VUCA world, these opportunities can be fleeting, so you have to stay alert and seize them when they arise.

and : adversity and challenge can unsettle people, but they can also focus their attention and encourage them to work towards a common goal.

: improve agility by promoting and recruiting people who are comfortable in less-structured and ever-changing environments.

Barriers to Managing in a VUCA World

One of the biggest challenges of managing in a VUCA world is team members who resist change. They may refuse to accept that the world has evolved, want to stick with "tried and tested" methods, or simply fail to see the full picture. They might even be paralyzed by fear and fail to take action.

The unpredictability of VUCA often renders traditional, top-down organizational structures obsolete, so avoid using an inflexible, autocratic leadership style. In a VUCA world, collaboration, participation, debate, and even dissent are more important than obedience, command and groupthink - they allow you to remain flexible and to take action quickly.

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Managing in a VUCA World - Thriving in Turbulent Times

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VUCA represents a set of challenges that individuals, teams, managers, and organizations in affected industries all have to face. Individually, these challenges can be significant, but they can be formidable when they're combined. Many people predict that volatility, uncertainty, complexity, and ambiguity are going to become more and more prevalent in the business world.

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Stakeholder Collaboration: Benefits, Examples, and Tips

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What is stakeholder collaboration for projects, organizations, and teams? We share benefits and examples of collaborating with stakeholders, plus 8 steps to get started.

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Latest updates 19 May 2023 - we have broken the Guide to the UK GDPR down into smaller guides. All the content stays the same. The UK GDPR requires you to put in place appropriate technical and organisational measures to implement the data protection principles effectively and safeguard individual rights.

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The impact of project objectives and how to respond to challenges around sustainability and the UK Government's policy to achieve net carbon zero. - Google Search

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If we're NOT doing the right projects, how can we change that and what's the impact of doing the wrong projects?

What does doing the wrong project cost a company?

"O rganizations lose $109 million for every $1 billion invested in projects and programs."

The PMI study shows that on average organizations waste 9.9% of every dollar due to poor project performance, and that around one in three projects (31%) do not meet their goals, 43% are not completed within budget, and nearly half (48%) are not completed on time.

Alarmingly, executive leaders may be out of touch with this reality, as 85% surveyed said they believe their organizations are effective in delivering projects to achieve strategic results. These factors are leading to colossal financial losses for businesses around the world, with a significant broader macro-economic impact.

Pursuing opportunities that do not prove successful not only drains resources but distracts from working on those projects that will be winners - the reason for doing projects in the first place. If we knew for certain that our projects were guaranteed to be successful, the level of motivation and cooperation from everyone involved would sky-rocket. There is no greater feeling than knowing you're working on something associated with ensured success.

Linked to the point above, if your team are unmotivated and constantly working on doomed projects, or frustrated with manual mundane tasks, then you stand the risk of losing them. Intelligent project management is needed more than ever. Repetitive tasks are eating our productivity alive.

One of the irreparable consequences of poor project management is a bad reputation in the organization and in the market. If there is a project manager failing several projects because of poor project management implications, their reputation in the organization will hamper over time. Similarly, an organization creating bad results will have a hard time acquiring new clients or projects.

An organization with several failing projects cannot survive long. Organizations initiate projects to create products, have advancement in the market, and make a profit. Failing projects will cause a monetary loss for the organization and may even cause bankruptcy in the long-term.

Estimates of project failure rates vary, but not one of them is encouraging. Probably the most discouraging estimates come from Gartner Group, which claims that over 70% of network management projects fail to meet their original objectives. Regardless of the specific reason, the failures are consistently attributed to the early project phases.

Strategic alignment is critical for project success

What is strategic alignment?

Strategic alignment is the process of aligning an organization's decisions and actions such that they support the achievement of strategic goals.

According to research from the Economist Intelligence Unit (sponsored by the Brightline Initiative):

Strategic alignment is the not-so-secret weapon that the top 10% use to make sure they do hit their goals.

Strategic alignment is a measure of how well your project supports the strategic goals of your organization. Strategic alignment often means different things to different stakeholders within your business, and this is what makes it seem difficult to deliver.

How does strategic alignment help?

You have to use strategic alignment to make business decisions, maintain focus and support your projects.

If you have a clear picture of the strategic alignment to your live and potential projects, you make the project prioritization and selection process much easier. Basically, you give leadership and stakeholders the information they need to make better, more balanced decisions and reduces the temptation to take on too many projects.

When you have a clear picture of which projects add the most value, you can make better and quicker resource allocation decisions. If you have to choose between a project that's well-aligned and one that's not... easy! This makes resource planning easier too.

Use your strategic alignment scores for each project, along with project risk and performance data, to actively manage your portfolio towards success. Regularly diagnosing the health of an investment portfolio ensures the most important projects are being supported and that they deliver their investment.

Having a C-level sponsor is a key requirement for success, but the first step is to motivate them to get involved in the first place. That's where strategic alignment helps. If you start every conversation with a reminder of the strategic benefit of this project, and if the project really IS important (which it is if it's well-aligned), then motivation will not be your problem.

The sponsor garners support from other senior executives, and provides ongoing direction as the effort unfolds.

If you've measured a project's strategic alignment, you can use that information to drive the project execution. Start with the strategic goals you're trying to achieve then work backwards through what needs to happen to get there, what your key decision points are, what resources you need...this refocusing on the goals delivers a much more coherent project plan and allows team-members to make better decisions because everything is focused on benefit, not on features.

And if everything is focused on benefit and not on features, that improves scope creep management. You can use your "strategic goals" to evaluate the value of and change requests. Change requests that don't improve the ability to achieve your goals should be deprioritized. Those that support the strategic intent of the project should be emphasized.

This is the ability to actually implement organizational change, so you realize the benefit of the project. Being clear and transparent about the strategic goals of your project lets you engage with stakeholders, to get them involved in the change management process.

Top down bottom up approach

Silo thinking is one of the greatest stumbling blocks for strategic alignment. Free flow of real-time information both horizontally between teams and departments and vertically from top management all the way to front line employees and vice versa is key.

Outdated spreadsheets, documents and slide decks, and constant searching for the latest information will only limit alignment between departments. Strategy software can help to facilitate efficient communication within the organization.

Be more agile

A company of the future is one that understands the changing dynamics between the company, its employees and customers and can deal with constant change by creating flexible, agile and decentralized environments that can execute autonomously, yet are working to achieve a shared, clear vision.

If done correctly, strategic alignment is a business investment that can positively influence organizational alignment; improving efficiency, effectiveness, and profitability.
Next blog, we look at how to pick the right projects.

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How to align your projects to strategic goals

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Too many businesses are doing the wrong projects, which can have a huge negative impact on business - find out how to prevent this here.

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Discover what PESTLE means, how it influences your organisation, plus a downloadable template

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10 Golden Rules of Project Risk Management

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The benefits of risk management in projects are huge. You can gain a lot of money if you deal with uncertain project events in a proactive manner.

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APM PMQ (BoK7) Projects, Programmes and Portfolios

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How to Perform a SWOT Analysis - Project Management Training

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ProjectManager

A successful project starts with a successful estimate. To properly schedule the work to execute your project, you need to know the timeline, costs, scope, risk and more. All of these considerations are part of project estimation techniques.

Estimation techniques are helpful for making decisions on the viability of your project. If you decide to move forward, they're essential to forecasting projects accurately. Let's define project estimate techniques, including a checklist of what needs estimating, and offer some of the more popular techniques that you can implement.

What Are Project Estimation Techniques?

Project estimation techniques are tools that help project managers forecast cost, time and other variables as they relate to a forthcoming project. These estimation techniques allow for a more accurate forecast of key elements in every project and include cost, time, scope, risk, resource and quality. Resource allocation estimates tend to be used more in agile IT operations.

The purpose of project estimation techniques is to help clients understand the investment necessary to deliver the project. The project manager has to sell the project to the client and convince them that they'll get a return on their investment. If the project is approved, the project manager needs these estimation techniques to figure out a feasible plan to deliver the project on time and within budget.

Specifically, project estimation techniques include a rough calculation of price, time or other measurable project aspects. These estimation techniques are necessary for clients, stakeholders and the project planning process because, without them, you're making a guess. Instead, project estimation techniques allow you to calculate a realistic number.

Project management software can help when using estimation techniques. ProjectManager is online project management software that not only helps you estimate project cost, time, resources and more but also has the features you need to plan, monitor and report on that project. Our Gantt charts let you estimate time, cost and resources to help you build your project schedule, including a work breakdown structure, linking dependent tasks to avoid bottlenecks and even filtering for the critical path. When you set a baseline, you'll be able to automatically calculate variance as you execute your project to stay on track. Get started with ProjectManager today for free.

Project Estimation Checklist

We've gone over the essential items that should be part of your project estimation techniques, but it's helpful to know more about them individually. As noted above, there are six main areas that should be estimated when researching or planning a project. They are cost, time, scope, risk, resource and quality. Let's look at each of these project elements more closely.

1. Cost

Cost is what most people think when they think about estimate techniques. This is understandable as most projects are discussed in dollars and cents. Projects are an investment and if you're unable to get a return on that investment, you haven't delivered a successful project.

If you're familiar with project management, then you know the triple constraint: cost, scope and time. These are the three main forces that impact any project. Cost is simply money; you either don't have enough to complete the project or you spend too much and the project ends up costing far more than was predicted. Neither scenario is ideal.

Accurately forecasting how much the project will cost before execution is important to your client and stakeholders. That figure often determines if they move forward with the project or not. It also helps you manage your client's expectations about the project, so finding out how much you'll need and when you'll need it are critical project estimates.

2. Time

Another pillar of the triple constraint is time. This refers to the overall amount of time it'll take to complete the project and accompanying tasks. If you know how long your team will take to do their tasks, those tasks can be included to offer a fairly accurate time estimate.

This is vitally important for the project manager as they begin to formulate the project plan and schedule. While project managers want to know how long a project takes and the project stakeholders certainly are interested in deadlines, there are other reasons why time is a crucial project estimate.

Just as money dictates project funding, knowing how long the project will take enables the project manager to schedule the necessary resources. Coordinating resources is dependent on the timeline developed. Time also informs when the key deliverables will be received.

3. Scope

The last triple constraint is scope. The project scope is simply everything that must be done in the project for it to be successfully delivered. In other words, project managers need to estimate how much work is involved in order to receive the final deliverable. By doing this, including what tasks are involved, you'll know the materials necessary to execute the project.

Scope dovetails nicely with time and cost to create the triple constraint and a foundation on which any accurate project estimate techniques must be based. In fact, scope, time and cost are so interdependent that they're key to managing a project.

If, for example, a project requires more time, then either the scope or the cost will have to change. The same is true if extra costs occur. It's like a balancing act with the project's success being held up by these three legs. But that doesn't mean they're the only estimates required for estimate techniques.

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Project Scope Template

Use this free Project Scope Template for Word to manage your projects better.

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4. Risk

Outside of the triple constraint but no less impactful is project risk. Risk is anything that's not expected to happen that does happen and impacts the project. Risk can be bad and is mostly thought of as a negative, but there are positive risks that can be opportunities.

Whether you want to mitigate or take advantage of a risk, you need to estimate what might occur so you're prepared. Estimate techniques for risk involve identifying what might happen and coming up with a plan to respond to it. This might not cover all bases, but it puts you in a better position to act.

This is the start of a risk management plan. There will also be team members who are responsible for identifying risk, and if an issue shows up, there will be team members who own it. That means they're responsible for tracking its progress as it's mitigated or used to the project's advantage.

5. Resource

Resources are anything you need to get the project done including your team, materials, equipment and so forth. Naturally, resources need estimation techniques, too. You don't want to start executing a project without knowing how many subcontractors you'll need or what software your team will be using.

Resource management helps you know what you need and when you need it so there aren't delays as teams wait for equipment when working on tasks. You also need to know who is available and when so they can be assigned work. It's important to know who's assigned what work to make sure to balance their allocation.

It's clear that while the triple constraint features three of the most important factors in bringing a project to a successful end, they're not alone. Certainly, resources are critical. They might even be more difficult to estimate as they often come from a variety of vendors, suppliers and outsiders that are beyond the control of the project manager.

6. Quality

Finally, the project isn't a success unless quality expectations are met. You can deliver the project on time and even under budget, but without meeting the demands set by your client's customers or stakeholders, that's a failed project.

Quality is delivering on certain regulations or expectations, depending on the project. There might be environmental restrictions or the product has to work as advertised. Whatever the quality constraints, they can lead to more time and money poured into the project.

Making an accurate estimate of what quality level is expected informs the other five estimates above. In a sense, all six of these project estimates are related or, at least, interconnected. Whatever quality estimates you come up with are sure to impact your cost and time, possible scope, risk and resources, too.

Types of Project Estimation Techniques

Now that we understand what we're estimating, let's look at some of the more popular project estimation techniques. Projects will likely use one or more of these when making estimations and the more you use, the more likely your estimates will be accurate.

1. Top-Down Estimate

Top-down estimates are an estimation technique that starts with an overall time for the project and then breaks that down into phases, which are then broken down further into tasks. This is a classic estimation technique that uses a look such as the work breakdown structure (WBS).

This is commonly used when a client demands that the project be completed within a certain timeframe. This project estimate technique works well for this scenario as you have a block of time and can split it into activities to meet the deadline.

2. Bottom-Up Estimate

This is the reverse of the above estimate technique. Instead of breaking up the timeline into tasks, you estimate each task and combine them into an estimate for the whole project.

This is a more accurate method as using smaller tasks to build a larger schedule will give you a better estimate of the time it'll take to complete the project. The problem is this estimation technique takes more time.

3. Analogous Estimating

Analogous estimating is a technique in which the project manager looks at a previous, similar project and studies its variables to come up with an estimate for the time and cost of the current project. This comparison works best when there's more data that leads to more accuracy.

This is a top-down estimating technique as the project manager is first estimating the project's costs and then breaking it down into smaller parts. It's helpful to use this estimation technique when you have limited estimation resources.

4. Parametric Estimate

This is another estimation technique that takes advantage of past project data. In this estimation technique, there are attempts to adjust the data to reflect the differences between the past project and the new one you're estimating.

By taking the details from a previous project and pro-rating it, the project manager can estimate the current project more accurately. This is sometimes referred to as parametric modeling.

5. Three-Point Estimating

Often when estimating from the bottom up, three-point estimating will be used. In this case, instead of estimating the duration of a single task, three estimates are applied. One is the optimistic estimate, the other is a pessimistic one, and, finally, the most likely guess. The average of these will be used as the actual estimate.

You might be familiar with three-point estimating if you've ever used the program, evaluation and review technique (PERT). It, too, uses what's called a weighted average as an estimating technique to forecast more accurately.

6. Expert Judgement

Seeking the help of experts or those with experience managing the type of project is by far the most common estimating technique. It's certainly faster and easier than making calculations. People tend to trust others who have gone through a similar experience.

It's a flexible estimating technique in that you can use it for top-down or bottom-up estimating. In some cases, experts and experiences don't align with your current project. Experts can still be helpful, but their opinions should be tempered by other estimating techniques.

Estimation Techniques & ProjectManager

ProjectManager is project management software that helps you turn estimating techniques into project plans and schedules. Our software delivers real-time data so project managers can track progress and performance as it happens. Using the software is the best tool in your arsenal for adjusting plans when estimates are off. Estimating techniques are educated guesses, but real-time data are facts.

Monitor Costs in Real Time

Making sure your estimates are accurate and that you're not overspending is hard. Being unable to track those costs can mean trouble for the project's success. That's why we have real-time dashboards that give you a high-level view of the project, automatically calculating and displaying six metrics, including costs. For a deeper dive, there are timesheets and reports on timesheets, costs and more that can be customized to focus on only what you want to see.

Keep Track of Scope

The same goes for your project scope. You've made an accurate estimate but is the project holding to it? We have resource management tools that allow you to track the workload of your project team. If they're over-allocated or under-allocated with tasks, that could mean trouble. A quick glance at the color-coded workload chart and it's clear to see who is doing what. You can then balance the workload from the chart to keep your team productive and stay on track.

Estimation techniques are important. Project managers can use our Gantt chart or sheet view to plan the project and figure out costs, time, scope and more. But once the project starts that's when the rubber hits the road. You better have a project management tool that can monitor in real time and track your time, scope and cost in order to deliver success.

Related Content
ProjectManager is award-winning software that helps you plan, monitor and report on projects throughout their lifecycle. Our collaborative platform means you can easily share files and collaborate whether you're in the office, the field or working remotely. Join teams at NASA, Siemens and Nestle who are already using our tool. Get started with ProjectManager today for free.

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Project Estimation Techniques: A Quick Guide

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The more accurate your estimates, the happier your client. These estimation techniques help better forecast cost, scope, time and more.

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What is quality management and control? | APM

Definition
Quality is the fitness for purpose or the degree of conformance of the outputs of a process or the process itself to requirements. Quality control consists of inspection, measurement and testing to verify that the project outputs meet acceptance criteria defined during quality planning. It is focused on preventing problems being passed on to the internal or external customer. Quality planning takes the defined scope and specifies the acceptance criteria used to validate that the outputs are fit for purpose to the sponsor. It is focused on the specific outputs of a project to enable quality control during deployment. Definition from APM Body of Knowledge 7📖th edition

Test plans

For quality control to be effective, configuration control of specifications and test plans is vital. As part of quality planning test plans will have been agreed and include:

Sample size of tests, for example the whole item or a percentage chosen at random.

Test protocols, including resources required - people, equipment - third-party expertise or facilities.

Independent performance or witnessing of tests, by a regulator or process owner from business-as-usual.

In all quality control activities, decisions need to be made about the degree of conformance of the output tested to the specification and acceptance criteria, and what action to take in the event of non-conformance.

Projects deliver a huge variety of outputs and are consequently subject to many forms of quality control depending on the technical nature of the work and the particular requirements of individual industries.

The project professional agrees the quality control regime for the project drawing on input from relevant technical experts rather than by reference to generic processes.

Diagram: Elements of Quality Control from Starting Out in Project Management, 3rd edition. Copyright APM

APM Body of Knowledge 7th edition

You can learn more about quality control in chapter four of the APM Body of Knowledge 7th edition.

The APM Body of Knowledge 7th edition is a foundational resource providing the concepts, functions and activities that make up professional project management. It reflects the developing profession, recognising project-based working at all levels, and across all sectors for influencers, decision makers, project professionals and their teams.

The seventh edition continues in the spirit of previous editions, collaborating with the project community to create a foundation for the successful delivery of projects, programmes and portfolios.
APM Body of Knowledge

APM Planning, Monitoring and Control (SIG)

The generic area of operation is project control, focusing on the techniques and processes listed as well as interfaces to other subject areas, e.g. risk, governance, programme and portfolio management.

View SIG

Could you be a project manager?

A good place to start is to visit our careers section; this provides you with the tools and resources to begin your project management journey.
APM Careers

Sign up to the APM Newsletter.

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What is quality management and control? | APM Quality is the fitness for purpose or the degree of conformance of the outputs of a process or the process itself to requirements. Quality control consists of inspection, measurement and testing to verify that the project outputs meet acceptance criteria defined during quality planning.

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Conflict in Project Management: It's Your Fault

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K16: Conflict Management what does it mean?

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K16: Conflict Management what does it mean?

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What are Conflict and Conflict Management?

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Technica Mining & Sofvie: Driving Change Through Stakeholder Collaboration #28

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Back to basics: earned value management for beginners

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What is Earned Value Management - EVM? PM in Under 5

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ProjectManager

Can anything make a project manager's heart sink faster than being told that they need to give a project presentation to the board of directors? The pressure. The responsibility. Sure, you're happy that the directors of the company trust you enough that they want your input in the project, but having to present in front of these powerful players is making your stress levels spike.

If you haven't come across these presentation requests from senior managers yet, you will! These scenarios are common on projects, especially projects that introduce a new product or involve organizational change. But don't feel overwhelmed. Giving project presentations may feel scary, but you can plan and prepare for them just like any other meeting.

What Is a Project Presentation?

A project presentation is an opportunity for you to explain your project processes and deliverables to key stakeholders. These can be informal, like a quick update via reports with a few individuals, or formal. Formal project presentations often require proper meeting times, thought-out slide decks, goal review and more. We'll spend most of our time discussing how to prepare and deliver a formal project presentation.

A formal project presentation requires good data. Project management software can provide you with the dashboards and reports you need to supplement your points and progress updates. ProjectManager has real-time dashboards that you can share with stakeholders, and eight different in-depth project reports that you can make with just a few clicks. Get started for free today!

Why Is a Project Presentation So Important?

A project presentation is your opportunity to convey the importance of the work you and your team have been doing. If you're unable to articulate your progress and achievements, key stakeholders won't understand why money, time and resources are being spent on your project.

When you think of it like that, it's no wonder why people spend so much time preparing for their project presentations. Read on to see how you can knock your next presentation out of the park.

How to Prepare for a Project Presentation

Preparing for a project presentation can be more important than you actual delivery. That's because good preparation can set you up for success on the big day. Let's go through some preparation techniques you can do for your project presentation.

1. Create a Calendar Invite for Your Project Presentation

You can't just expect people to turn up - they need to know that there is an important event that requires their attendance, so get it in their diaries. People plan their meetings and calendar appointments sometimes quite far in advance, giving ample warning. Schedule the presentation as soon as you can, and check with the individuals (or their assistants) if you don't get a reply about their availability.

If you have been invited to someone else's meeting to talk about your project, make sure it is in your planner and book some time to plan for it in advance. If you don't, you risk running out of time to prepare your material.

2. Select a Format for Your Presentation

How are you going to get your message across? If you've scheduled a project meeting it's likely that you are expecting to do a formal presentation. That's fine, but how? Will you use slides or flip charts or mirror your iPad on a monitor? Do you expect the audience to participate in any part of the presentation? Can you speak without notes or would it be better to have some pointers with you on the day?

You should also consider where you will be giving the presentation. For example, a format that is suitable for a small room and a limited audience, such as a loosely-structured project update with a couple of slides, is not going to be appropriate for a room full of stakeholders, laid out like a lecture theatre with you at a lectern at the front.

3. Practice Your Project Management Presentation

Giving presentations is a skill. Practice, practice, practice. Before your big project presentation, volunteer to do some smaller ones, like staff briefings or shorter updates at team meetings. You want to feel comfortable both standing up in front of the room and with the material. Run through your presentation at home or in an empty meeting room so that you remember where the slide transitions are. Practice using the projector and a clicker to move the slides forward. Write out your flip charts several times so that it becomes second nature.

Practice and training will make your delivery much more polished and professional and give your audience a far better experience.

4. Write Big So Your Presentation Is Legible

Whether you are using slides or flip charts, write big or use big fonts. It is often difficult to see what is on the screen, even in a small room - and that means your message is not getting across. And it's an excuse for audience members to check their phones instead of listening to you.

A good tip is to print out your slides and put them on the floor. If you can still read them clearly from a standing position, then the text is big enough. If you can't read the words or you have to bend down to read them, make the font size larger!

5. Have a Backup Plan for Your Presentation

Projectors break, meeting rooms don't have conference phones in, pens run out just at the critical moment. Plan for everything to go wrong. Your presentation audience is made up of busy people and they don't want to sit there watching you fiddle with the technology. Get it all working before they arrive, and if it doesn't work when you get going, make sure that you have a contingency plan (like a printout of your slides) so that you can carry on anyway.

How to Give a Project Presentation

When the fateful day arrives, there are some important things to keep in mind when giving your project presentation. Follow these best practices and you'll portray your project and your team in the best possible light.

1. Speak Clearly and Don't Rely on Jargon

Presentations depend on clarity and good communication. If you bog down your presentation with jargon and convulated reasoning, you're going to lose your audience. Make sure that you use language that your audience will understand, so they can follow along with all of the key points you need to make.

Remember, not everyone in that meeting is going to understand all the intricasies of your project, in fact, none of them likely will. So speak slowly, clearly and ensure that you communicate.

2. Stick to What Matters and Use Data

When giving your project presentation, don't lose sight of the original goals and requirements of the project. Your stakeholders agreed on certain goals at the beginning, how are you trending towards reaching those goals? Sometimes it's easy to focus on setbacks or difficulties, or things that you may find fascinating. However, it's best to recenter on critical business objectives.

It's important to use data to supplement your project presentation as you address key goals and initiatives. But don't use too much data! People will get lost in the numbers and stop listening to what you have to say. It's a delicate balance.

3. Tell a Story

You have probably sat through a fair few presentations in your time, and I expect you've tried to stop yourself from nodding off in some of them. Project status updates can be boring. If the subject matter isn't dull, often the speaker is. Don't let that be you.

One way to keep the attention of the audience is to structure your presentation in the most interesting fashion. Consider what they will find interesting (and it won't be the same as what you find interesting). Telling the story of your project is a good idea. Think about a start, a middle and an end to your presentation. Perhaps follow the lifecycle from the perspective of a customer.

Focus on the benefits and not the project management process. If you don't know if your presentation material makes sense, run it past a friend or family member who doesn't know anything about your project. If they don't fall asleep, it's OK!

4. Ask for Feedback on Your Presentation

When your presentation is over, ask for feedback. You could do this directly at the end of the session before people leave the room, or a couple of days later. It's good to get some feedback as it helps you work on what to improve for next time.

Ask people to give you their impressions both of your presentation skills and also of the presentation content. You could find that the content was really good but you lacked confidence delivering it, or conversely that you were an engaging presenter but the material was not relevant to them. All this is useful stuff to know and it will help you improve your presentation skills for next time.

Project Management Presentations Take Time to Master

Giving presentations isn't an everyday occurrence on projects but it is likely that you will have to give one or two during the project lifecycle - more if your project involves a lot of workshops or user sessions.

Don't panic - presentation skills are something that you can learn and you will get better with practice! Once you have cracked it, you'll feel confident delivering presentations and you'll find that it gets easier to prepare for them in the future.
The scheduling features of our software can be used to book your presentations on the team calendar, which can be easily seen on the project dashboard. With it you have the ability to share agendas and slides after the presentation with the online document library. Then you can carry on the discussion after the meeting by using the great chat tool. Try the software from ProjectManager free for 30 days and see how helpful it really is.

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Project Presentations: How to Prepare and Deliver a Project Presentation

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Project presentations are critical for conveying the importance and progress of your work. Learn how to give one here

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Summary

By accurately documenting the lessons learned during your project lifecycle, you can learn from your mistakes and share those findings with other project managers. This article walks you through the five steps of lessons learned: Identify, Document, Analyze, Store, and Retrieve. Learn how to conduct a lessons learned survey and brainstorming session, as well as how to share that information with other project managers.

Project deliverables aren't the only valuable things you can take away from a project. Whether your initiative is a resounding success, an unfortunate failure, or somewhere in between, there are always lessons to be learned from any project.

Effectively capturing and documenting the lessons learned, however, can be tricky. In this article, we'll walk you through how to conduct and capture lessons learned in project management. Here's how.

What are lessons learned in project management?

You learn something new on every project, but a lessons learned session ensures you capture and codify that information to share it with other teams. When you conduct lessons learned and create a lessons learned report, you're producing a document the entire project team can use to improve future projects.

Documented lessons learned can be passed on to other project managers running similar initiatives or used by team members who are getting started on similar projects. Sharing lessons learned between teams is a great way to prevent the same mistakes from happening. Not only can you learn from your project mistakes-with a lessons learned report, everyone else can learn from them, too.

You can capture lessons learned at any point during the project timeline. In fact, depending on the complexity of the project, you may want to conduct a lessons learned session at the end of each project management phase, in order to capture information when it's still fresh. That way, you can evaluate what went well, what went wrong, and what you can learn from it.
Create a project documentation blueprint
Different types of lessons learned sessions

You may have conducted a lessons learned by a different name. Engineering teams often do a version of lessons learned called the 5 Whys, which specifically aims to identify the root cause of project failure. Scrum teams run retrospectives at the end of a sprint session. Some project teams also do postmortems at the end of projects.

The important thing is to capture the information and share it with everyone. No matter what you call it, aim to conduct at least one lessons learned session per project.
Read: Ask "5 Whys" to get to the root of any problem
5 steps to conduct a lessons learned

If you're just getting started with lessons learned, use these five steps to ensure you're accurately capturing, documenting, and sharing the project's information in a way that everyone can access.

1. Identify

This is where you identify lessons learned from the project to document in step two. The Identify phase is made up of three steps:

Step 1: Send lessons learned survey

Immediately after the project is completed-or at the end of a significant project phase for larger initiatives-send a lessons learned survey to every project team member. This way, you're capturing feedback while it's still fresh in everyone's mind. Then, aggregate that information to get a general picture of what everyone learned from the project.

The lessons learned survey is one of the most important parts of the lessons learned process. Below, we have a template you can use. This survey is typically general to any project, though you can adapt the questions to suit your project's needs.

Step 2: Schedule the lessons learned session

Before the lessons learned session, select a session facilitator. Ideally, find a facilitator who isn't the project manager, so team members feel comfortable speaking freely. Ask the team lead or an adjacent team member to run the session.

After scheduling the lessons learned session, the facilitator shares any pre-reading information to make sure project team members are on this same page. This could include re-sharing project planning documentation like the project plan or project objectives. Depending on the complexity of the project, you could also share a timeline of the project and accomplishments.

Step 3: Conduct the lessons learned

In addition to the lessons learned survey, host a live brainstorming session for all team members. This is a chance for team members to expand upon their lessons learned. In particular, there are three main questions to ask during the lessons learned brainstorming session:

2. Document

The main point of running a lessons learned session is to share these lessons with the entire team. Plan to create a detailed lessons learned report with all of the project information and discussion notes, as well as an executive summary of the lessons learned for relevant project stakeholders to review.

Format of a lessons learned report

3. Analyze

Analyze and apply the lessons learned so other teams and future projects can benefit from it. This is especially relevant if you're conducting a lessons learned session mid-project. Analyze the information from the lessons learned survey in order to effectively improve your project for the upcoming phases. Alternatively, if you're running a lessons learned at the end of a project, use the Analyze phase to glean insights and opportunities before beginning your next project.

4. Store

Store the lessons learned in a central repository that everyone can access, like a project management tool. With a central source of truth, as project leads can access shared information to best prepare for their projects.

5. Retrieve

If you're running a similar project, search for a lessons learned report from a past project to avoid making the same mistakes from a previous project. These reports should be shared in a central source of truth that all project managers can review before beginning the project planning process.

Use a lessons learned survey template

During the first phase of a lessons learned session, send out a lessons learned survey to capture information from the project team. Though you will also discuss the project in person, the lessons learned survey is a critical part of ensuring you capture accurate information in order to learn from your projects.

Here's an example of a generic lessons learned survey template you can use for any project.
Create a project documentation blueprint
Please indicate your level of agreement or disagreement with each of the following statements:
If you select Disagree or Strongly Disagree, please provide additional information to help improve our future project planning process.
Project planning
The project plan included the correct level of detail. I had everything I needed to understand what the project was about. The project plan clearly explained the purpose of the project. The project's scope was well defined. The project schedule was clear and easy to follow. The project communication plan clearly defined how and where I should communicate about project work. The project plan was shared with all stakeholders and easy to find. As a stakeholder, I'm happy with my level of involvement in the project planning process.
Project execution
I understood everyone's responsibilities during the project lifecycle. Project stakeholders were engaged and effectively involved in the project work. The project environment was collaborative. The project manager was available and responsive. Project changes were manageable and fit within the project scope. The initial project schedule, documented in the project plan, closely matched the actual project schedule. The project outcome matched what was defined in the original project charter. The project team had a shared understanding of their goals and individual responsibilities.
Outcome
The project was realistic and achievable. Assignments were clearly defined throughout the project lifecycle. The project had strong performance metrics to help define success. I believe we hit the project goal. My involvement in the project-including workload, time, and effort-met my expectations.
Lesson learned

Capturing lessons learned can help you identify and pass on institutional knowledge. Instead of reinventing the wheel, team members and project leaders have clear insight into what worked, what didn't, and what can be improved.

By connecting past lessons learned to future team's work, you can start your project on the right foot. When everyone knows exactly who's doing what by when, what happened-and why-your team is more empowered to get their high-impact work done.
Create a project documentation blueprint

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Capturing Lessons Learned in Project Management [2024] * Asana

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Follow 5 steps to capture lessons learned during a project. Get a lessons learned survey template, plus tips on how to run a great brainstorming session.

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ProjectManager

Project managers often wonder if they are measuring the right things on a project. It's difficult to know how much time to spend evaluating past performance and how much time to spend on keeping the work moving forward.

Of course, there are many indicators of project success, but what do you need to be measuring while the project is in motion?

At various points during the project, you want to evaluate five points: schedule, quality, cost, stakeholder satisfaction and performance against the business case. You should be doing this informally anyway. A formal project evaluation is of use during the end of a phase or stage as it can give you a clear indication of how the project is performing against the original estimates. This information can then be used to grant (or withhold) approval from moving on with the next chunk of work.

Let's look at the five items you should be evaluating.

1. Schedule Baseline

Project management success is often determined by whether or not you kept to the original project schedule. Experienced project managers know how hard that is, but it's a little bit easier if you continually evaluate your progress as you go. You'll update your project schedule regularly - I recommend at least weekly. The schedule evaluation is something you can do more formally at the end of the stage or phase, or as part of a monthly report to your senior stakeholder group or Project Board. It's easy to update your project schedule if you build it on an online Gantt chart, where tasks and deadlines are made into visual timelines.

Look at your major milestones and check if they still fall on the same dates as you originally agreed. Work out the slippage, if any, and how much of an impact this will have on your overall project timescales.

Related: 5 Free Project Report Templates

2. Quality Assurance

The end of a project phase is a good time for a quality review. You can check both the quality of your project management practices - are you following the change management process every time and so on - and also the deliverables.

A quality review can evaluate whether what you are doing meets the standards set out in your quality plans. Best find out now before the project goes too far, as it might be too late to do anything about it then.

It helps to have project management software to make sure you're checking off everything you need to when reviewing quality. ProjectManager has a list view that leaves others in the dust. More than just a to-do list, our tool can assign tasks, attach files and even show you the percentage complete for each item on your quality review. Our cloud-based tool connects everyone on your team in real time, which facilitates the quality review process. Have a quality tool to review the quality of your project. Take a free trial of ProjectManager today.

3. Project Budget

Many executives would rate cost management as one of their highest priorities on a project, so evaluating how the project is performing financially is crucial. Compare your current actual spend to your project budget at this point. If there are variances, look to explain them. You can use a project dashboard to check your actual spend in real time.

You'll also want to look forward and re-forecast the budget to the end of the project. Compare that to your original estimate too and make sure it is close enough for your management team to feel that the work is on track. If your forecasts go up too much it is a sign that your spending will be out of control by the end of the project - again, something it is better to know about now.

Related: Free Project Budget Template

4. Stakeholder Satisfaction

Your wider team - your stakeholders - are essential in getting much of the work done, so it's worth checking in with them. Find out how they are feeling about the project right now and what you could be doing differently.

This is a difficult measure to document statistically, although there's nothing to stop you from asking them for a rating out of 10. Even if you are evaluating their satisfaction subjectively, it is still a useful exercise. If you notice that stakeholders are not fully supportive, you can put plans in place to engage them thoroughly to try to influence their behavior.

5. Performance to Business Case

Finally, you'll want to go back to the business case and see what you originally agreed upon. How is your project shaping up? Check that the benefits are still realistic and that the business problem this project was designed to solve does still exist. It happens - project teams work on initiatives that sound great but by the time they are finished the business environment has moved on and the project is redundant. No one bothered to check the business case during the project's life cycle and so no one realized that the work was no longer needed.

Don't work on something that nobody wants! Check the business case regularly and evaluate it in light of the current business objectives.

You can add other items to this list. In fact, it should reflect what is important to you and your team - you should be evaluating things that matter, so feel free to add extra elements or ditch some of the ones that you are less worried about.

If you need help working out what's important, project management software can help with tracking. ProjectManager has a live dashboard to monitor progress and performance. Don't use inferior tools that make you set up your dashboard. Ours is ready to use the moment you log on. It also captures real-time data for more insightful decision-making. We calculate costs, time and more for an instant status report.

How to Use ProjectManager to Measure Success

ProjectManager is an online project management software that gives you numerous tools to track the success of your projects. Our most helpful, and visual, tools for measuring success are our real-time dashboards. Each project or project portfolio has a dashboard that displays key metrics in real time. That means that as your team updates their tasks, your project dashboard updates right before your eyes. This is great for giving stakeholders and team members a live look at your project progress.

One-Click Project Reports to Reflect Progress

Of course, it's hard to beat a status report when it comes to measuring your success. Status reports are a staple in project management for getting a detailed look at how your project plan is unfolding.

ProjectManager lets you create status reports, and dozens of other project reports, with just one click. This can save managers so much time when it comes to paperwork, giving them more time to make impactful project decisions. These reports are key to performing a proper project evaluation as well, which is critical to see if your project really was a success after all.

Perform a Project Evaluation at the End

When your project is over you'll want to carry out a full and final evaluation. This could be as part of a lessons learned review, but typically it is different. A lessons learned review is where all the project stakeholders comment on what worked and what didn't. You take away key messages and tasks to improve how projects are delivered in the future. It's an essential part of project closure, but it isn't a formal evaluation. You get a lot of feedback, anecdotes and stories but even the most structured lessons learned workshop generally gives you narrative rather than statistics.

Related: Lessons Learned Template

A project evaluation is about figures. The stories form part of it too, but a smaller part. During a project evaluation you look at:

Schedule

Quality

Cost

Stakeholder satisfaction

Performance to business case

Sound familiar? Yes, it's the same list of topics that you evaluate as you go through the project. Anything that you are going to be evaluating at the end should also be assessed during the project's life cycle, or you risk not hitting the targets you have set for yourself.

You can include your final end-of-project evaluation in your Project Closure Document ( get a template here ). Note down how close you were to your original timescales, budget and quality targets. Add a few sentences to describe whether your evaluations showed that stakeholders were satisfied with the end result and also if the project met the needs described in the business case.

Project evaluations are largely about having the right data, so you need a project management tool that can allow you to monitor your project throughout the lifecycle of your project. ProjectManager has a suite of dashboard, task, resource and reporting tools that help make evaluating your project fast and simple. Start your free trial today.

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When leading a project you have to know if you're fulfilling the requirements of the job and that's why it's crucial to know how to evaluate your work.

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K1-4 How to do twice as much in half the time 

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Scrum: How to do twice as much in half the time | Jeff Sutherland | TEDxAix

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K23. The Risk Management Process in Project Management

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K23. The Risk Management Process in Project Management

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The Risk Management Process in Project Management

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K9: Importance, content, and purpose of a business case

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Business cases can be tricky to get right. It calls on a lot of different skills - writing, presentation, budget management, even sales skills - to create a strong case for the project, its scope, benefits and the funds allocated to it.

It requires good knowledge of all the key stakeholders on the project, and how best to reach them. Inexperienced project managers often miss stakeholders and don't get their commitments to the project, resulting in missed objectives, unidentified critical constraints, and ultimately, incorrect assumptions on time and resource.

New project managers can also fall into the trap of being over-ambitious with their business cases, not fully taking into account resource and budget constraints. All of this could spell the end of a project, or at least cause issues with the timeline or the adoption of the project.

Here's how to put together a business case that works:
Start with why (and what)
The first step when crafting a business case is to clearly articulate the 'why' in terms of the value proposition and 'what' you plan to do in order to deliver that value. The 'what' needs to be as specific as possible in order to fix scope and make it easy to focus on specific deliverables linked to desired outcomes.

Depending on the project size, scope and complexity, you will need to discuss the 'why' and 'what' with a number of stakeholders to get support, feedback and identify any potential resistance. Start with the people who have the greatest influence on your project - controlling the essential resources and possessing the expertise necessary for success. This is particularly important in large organisations, where the critical stakeholders often have high demands on their time. Getting their formal buy-in upfront is crucial.
Take stock of other projects
Get your timings defined so you can think about when the resources would be required to meet the commitments, and at what stage in order to allow other departments to plan their resources. It's much better to make requests by obtaining the commitment up-front than trying to get favours last minute.

If the business has many projects on the go, it's always best to see if there are existing projects in the pipeline that may impact your project in terms of funding priority, timing, cost and benefits realisation.
Be clear and concise
Think carefully when drafting your business case. Be as clear as possible about all of the timing, scope, costs and benefits as well as the organisation constraints and project risks. Ensure that you consider all the inputs from your stakeholders into your analysis.

Ensure that all the critical elements of a business case are covered. Usually, you will have 'Objectives', 'Costs' and 'Benefits' with overall timescales.

Forecast cash flow impacts over the project timeline, and the associated project risks. The quality of the inputs will increase the chances of approval where funding is tight and projects are prioritised at the portfolio level.

Unless they are regulatory in nature, projects with clear value propositions and benefits (ideally translated into tangible financial terms) have a higher chance of approval and support than those with poorly defined benefits.
Presenting your case
Aim to be clear, concise and punchy in your communication - stick to 'problem', 'current state' and 'solution' as much as possible. Devote plenty of time to rehearse your presentation to reinforce your confidence and free up your conscious thinking and energy for being present in the meeting.

You have to believe that this project is the right thing for the business. Emphasise the benefits the project will deliver, and prepare for potential challenges. You cannot have any doubts about what you're presenting as any hesitancy will be interpreted as a lack of confidence in the project, or a lack of preparation and analysis.

If you've devoted sufficient thinking time into how the project will deliver the value and how the risks will be managed, then you should be in a good position for delivering a successful presentation.

You can find a helpful template for business cases and other documents on APM Learning.
Image: robuart/Shutterstock.com

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Business cases can be tricky to get right. It calls on a lot of different skills - writing, presentation, budget management, even sales skills - to create a strong case for the project, its scope, benefits and the funds allocated to it.

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The main difference between projects and business as usual is that a project creates a new product whereas BAU reproduces the same item.

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matrix and project structures.

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K9:The Importance and Purpose of the Business Case

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K9:The Importance and Purpose of the Business Case

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K27 Relevant regulations and legislation such as data protection, and 
how they impact on their role.

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The UK's data protection legislation

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The Data Protection Act 2018 controls how your personal information is used by organisations, businesses or the government.

The Data Protection Act 2018 is the UK's implementation of the General Data Protection Regulation (GDPR).

Everyone responsible for using personal data has to follow strict rules called 'data protection principles'. They must make sure the information is:

used fairly, lawfully and transparently

used for specified, explicit purposes

used in a way that is adequate, relevant and limited to only what is necessary

accurate and, where necessary, kept up to date

kept for no longer than is necessary

handled in a way that ensures appropriate security, including protection against unlawful or unauthorised processing, access, loss, destruction or damage

There is stronger legal protection for more sensitive information, such as:

race

ethnic background

political opinions

religious beliefs

trade union membership

genetics

biometrics (where used for identification)

health

sex life or orientation

There are separate safeguards for personal data relating to criminal convictions and offences.

Your rights

Under the Data Protection Act 2018, you have the right to find out what information the government and other organisations store about you. These include the right to:

be informed about how your data is being used

access personal data

have incorrect data updated

have data erased

stop or restrict the processing of your data

data portability (allowing you to get and reuse your data for different services)

object to how your data is processed in certain circumstances

You also have rights when an organisation is using your personal data for:

automated decision-making processes (without human involvement)

profiling, for example to predict your behaviour or interests

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The Data Protection Act (DPA) controls how personal information can be used and your rights to ask for information about yourself

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K2 The importance of alignment between 
the project and organisational objectives.

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K2 The importance of alignment between 
the project and organisational objectives.

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Benefits management: Aligning projects with organisational success

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K10 Approaches to the maintenance of a 
business case and the management of the 
benefits which will be achieved upon the 
successful delivery of the project.

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K10 Approaches to the maintenance of a 
business case and the management of the 
benefits which will be achieved upon the 
successful delivery of the project.

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Focus on the business case throughout the project life cycle

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Focus on the business case throughout the project life cycle | OwnerTeamConsultation

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The common perception prevails that the business case for a capital project, or programme, is a formal document which is presented to the authorising body during the capital application process, and then, once authorised, filed in the project file. If this is the practice in your company, please rec…

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K10 Approaches to the maintenance of a business case and the management of the benefits which will be achieved upon the successful delivery of the project.

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K10 Approaches to the maintenance of a business case and the management of the benefits which will be achieved upon the successful delivery of the project.

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Benefits management across project and asset lifecycles

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Benefits management across project and asset lifecycles

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