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June 10, 2022July 11, 2022

The Ultimate Guide to Employee Attrition: What It Is, Causes, Risks & Prevention

Employees are a company’s greatest asset … which is why rising employee attrition rates are giving businesses cause for concern. They’re smart to be worried because high employee attrition rates often go hand-in-hand with other undesirable outcomes, like lower employee morale, declines in productivity, and recruitment challenges.

To prevent those doomsday scenarios, it’s important that businesses understand what employee attrition means (and what it doesn’t), the risks that are associated with employee attrition, and what steps they can take to prevent employee attrition.

In this article, we’ll take an in-depth look at those topics and we’ll also explain the different types of employee attrition, what causes employee attrition, and how to calculate the employee attrition rate, so you can determine whether a potential problem exists at your organization.

However, before we dig deep into the topic, let’s make sure we’re all on the same page by first, defining what employee attrition actually is.

What Is Employee Attrition?

Employee attrition refers to the process of workers leaving a company for voluntary or involuntary reasons, without being immediately replaced. Sometimes employee attrition is due to a hiring freeze, at other times, there are deeper issues at play. However, whatever the cause of employee attrition, there’s one inevitable result: the company’s workforce shrinks in size.

How Is Employee Attrition Different from Employee Turnover?

Although employee attrition and employee turnover are often used interchangeably, there’s one critical difference between the two terms and that is: what happens after an employee departs.

In the case of employee attrition, when an employee leaves, their position is eliminated or it remains unfilled. With employee turnover, the company replaces the departing employee — keeping the size of its workforce the same.

What Are the Different Types of Employee Attrition?

There are 4 main types of employee attrition:

Voluntary Attrition

Voluntary attrition occurs when someone departs a company for personal or professional reasons, such as retirement, a cross-country move, health issues, or to accept a new job elsewhere.

Although this is the most common type of employee attrition, it can be a cause for concern, especially if employees are leaving en masse, which can be a sign of a toxic work environment, employee burnout, or bad management.

At any rate, when voluntary attrition is high, it’s well worth it for companies to conduct exit interviews with departing employees. Doing so can provide helpful insights into why people are leaving and with that information, an organization can develop a plan of action to improve employee retention.

Demographic-Specific Attrition

One especially concerning HR problem is demographic-specific attrition. Demographic-specific attrition occurs when people from a certain demographic — such as women, older employees, ethnic minorities, veterans, or LGBTQ — leave an organization at a significantly higher rate than other employees.

This type of attrition can be an indicator of deep-seated issues within a company, such as systemic sexism or racism–both of which signify a corporate culture problem.

To resolve demographic-specific attrition, companies need to find out what’s causing it by deploying employee surveys and conducting exit interviews. However, once they’ve uncovered the reasons behind demographic-specific attrition, they’re only part way to resolving the problem.

Before they can expect to see improvement, they have to act on the information they uncover. While that may seem blindingly obvious, most HR executives (58%) when surveyed report that their companies don’t act on the data they receive from employee engagement surveys — or if they do, they only address the easy issues.

However, if companies fail to do anything about the information they’ve gathered, workers are likely to grow even more frustrated, which can worsen employee attrition.

Internal Attrition

Internal attrition means that employees are quitting jobs in one department to work in another one. Typically, internal attrition isn’t a cause for concern, since people are staying at the company, which indicates that they’re generally happy.

Also, internal attrition isn’t necessarily a bad thing, since experienced employees are still using their knowledge, skills, and abilities for the benefit of the organization. Furthermore, by switching departments, employees may find their new positions are a better fit, which can improve engagement, work output, and quality.

However, internal attrition can be an issue if throngs of employees are exiting one department or manager in particular. In such a case, HR needs to determine why by evaluating the answers to questions, like:

Are there clear opportunities for advancement?
What’s the manager like to work for?
Do employees feel appreciated?

Once the cause has been determined, HR can develop a plan of action to address the issue.

Involuntary Attrition

With involuntary attrition, companies are responsible for letting workers go — employees don’t leave voluntarily. There are many different reasons companies might do this.

For instance, sometimes companies decide to eliminate a position for structural reasons. Other times, involuntary attrition is due to mergers, acquisitions, poor performance, or employee misconduct.

The most common reason for involuntary attrition is because a position’s been eliminated. In such cases, involuntary attrition is planned in advance.

By contrast, when an employee is let go due to poor performance or misconduct, the company usually doesn’t plan for involuntary attrition. Instead, the decision not to fill the position is usually made farther down the road.

What Causes Employee Attrition?

By now, perhaps you’re wondering how to predict employee attrition. While there’s no surefire method for doing so, there are certain factors that can contribute to employee attrition, such as:

Low Unemployment
When the unemployment rate is low, it’s more difficult for businesses to attract and hire talented candidates. As a result, companies may stop trying to fill open positions and instead, eliminate them altogether.
Toxic Work Environment
Toxic workplaces are typically rife with gossip, aggression, and pettiness. Take, for instance, this description of a toxic working environment, recounted by Susan Fowler in her book, Whistleblower:

“At Uber, every meeting had been a short painful skirmish, where managers and employees fought like starving dogs over a scrap of meat.”

As you can imagine, in an environment like the one Fowler described, employees tend to leave in droves. Worse, word gets out, and the company’s bad reputation makes replacing the employees who’ve departed that much more difficult.
Company Relocations
Companies will often relocate to resolve supplier issues, take advantage of tax breaks, or to consolidate offices. When a company relocates, workers may decide to remain behind, even if their relocation expenses are covered.
Mergers & Acquisitions
When two companies join forces, some positions become redundant — since there isn’t a need for two marketing managers, database administrators, or graphic designers. As a result, companies often lay off employees after a merger or acquisition, without filling their positions.
Demographics
A sizable percentage of the workforce consists of Baby Boomers on the brink of retirement. This is especially true of those industries where workers tend to skew older, like airlines, utilities, and insurance. Companies that employ a large number of Boomers can expect voluntary attrition to rise as more and more Baby Boomers retire.
Poor Job Fit
Sometimes a person just isn’t a good fit for the job they’ve been hired to fill. For instance, maybe the role doesn’t match their strengths, perhaps they lack the temperament for the job, or the responsibilities are such that nobody could be successful in the role–which often occurs with newly created positions. Regardless of the reason, poor job fit can cause employees to feel bored, underutilized, and frustrated.

While a bad fit can be immediately apparent after someone’s been hired, in other cases, the duties of the position can change over time — making a once-strong match a poor fit some years later. In either case, when there’s a job fit mismatch, employee attrition increases.
Lack of Growth Opportunities
A lack of growth opportunities is another factor that can affect employee attrition. If there’s no room at the top to grow, or there’s no clear path for moving up the corporate ladder, employees are more likely to seek greener pastures elsewhere.

How Is Employee Attrition Rate Calculated?

To calculate employee attrition rate, you’ll first want to pick a period of time to evaluate–such as a month, a quarter, or a year. Then, you’ll want to perform the following calculations:

Determine how many employees you started with at the beginning of the period. For instance, let’s say that we’ve decided to calculate the employee attrition rate for one year and on January 1st, our company has 250 employees.
The next step is to figure out how many employees you ended with when the period came to a close. Let’s say that our company has 400 employees on December 31st.
Next, you’ll want to determine the average number of employees during the period you’re measuring. To do this, simply add your starting and ending number of employees, then divide by 2. So, in this case, our average number of employees is (400+250)/2, which equals 325.
Over the course of the year, you’ll also want to calculate the number of employees who left, due to both voluntary and involuntary attrition. For the sake of our example, let’s say that 75 people left over the year.
To calculate the attrition rate, we’d divide the number of employees who left by the average number of employees, then multiply by 100, which would give us the following equation (75 ÷ 325) x 100. So, in this example, our employee attrition rate is 23.08%.

Attrition Rate (%): 100 X (# of Employees Who Left/Average # of Employees)

What Is a Good Employee Attrition Rate?

Great question. Although there are no hard and fast rules, a general guideline is that companies should aim to keep their employee attrition rate below 10%. However, keep in mind that a good employee attrition rate can vary from company to company, as well as from industry to industry.

That’s why it’s useful to track your employee attrition rate over time, rather than just relying on a one-time snapshot. Then, if you noticed your employee attrition rate consistently increasing, you could reasonably assume there’s a problem meriting further investigation.

What Are the Risks of Employee Attrition?

Employee attrition is something that companies need to take seriously. To illustrate why it’s important, let’s take a look at the typical risks companies face when they have employee attrition issues.

Inexperienced Staff
When workers leave a company and aren’t replaced, the employees who remain are forced to pick up the slack and take on additional work duties. Because these employees are less experienced, they’re more likely to make mistakes and fulfill these responsibilities slower than someone with more experience might.
Employee Burnout
Employees may feel overworked if they’re forced to assume additional responsibilities–making them prone to burnout, which is associated with disengagement, increased absenteeism, and lower productivity.
Employee Turnover
Employees who are forced to take on more work may be more inclined to leave themselves. This can cost companies a significant amount of money as now they’re forced to recruit, hire, and train new employees to replace those who are leaving.
Unhappy Customers
Inexperienced staff, employee burnout, and high turnover don’t just affect the internal workings of a company. They can also affect customer satisfaction. As a result, customers may be inclined to take their business elsewhere.
Lower Productivity
When a company has a high employee attrition rate, there are less workers to get things done. As a result, productivity declines, which can ultimately affect a company’s long-term performance and goals.

Is Employee Attrition Always “Bad”?

Interestingly enough, employee attrition isn’t always undesirable. In fact, sometimes it can be a good thing, such as when it …

Improves Corporate Culture
If a company’s employee attrition rate is high due to a toxic working environment, leadership may decide to make sweeping changes. In such cases, employee attrition can be a catalyst for much-needed improvement.
Increases Diversity
At businesses that have a high percentage of a certain demographic — such as men in the tech industry — employee attrition creates an opportunity for a more diverse workforce.
Saves Money
Sometimes companies are looking to save money but don’t want to resort to layoffs. In such cases, employee attrition can be beneficial, since it gives companies the opportunity to reduce labor expenses without having to lay employees off.
Removes Weak Performers
Attrition can also be beneficial when those leaving the company are underperformers. Not only does their absence have less impact on a company’s productivity, but it can also improve the morale of those who are happy to see the deadweights gone.
Aligns with Company Goals
Companies may want to make changes, for instance, by eliminating a product line or reorganizing the corporate structure. In cases such as these, employee attrition may actually align with company goals.

How Can Companies Reduce Employee Attrition?

There are several things companies can do to reduce voluntary employee attrition, including:

Offer More Flexibility
More so than ever before, employees are seeking flexibility in the workplace. There’s an increasing desire for flex-time, as well as the opportunity to work remotely.

Since a whopping 80% of employees say they’d be more loyal to an employer who offered flexible working options, this is a great place to start if you want to prevent or reduce employee attrition.,/p>
Train Managers
Managers play a big role in how happy (or not) employees are at work — which is why it’s worth investing in management training, so managers possess important interpersonal skills like active listening, constructive criticism, and that oh-so-important managerial asset, emotional intelligence.
Benchmark Salaries
Salary benchmarking helps companies assess whether the wages they’re offering are competitive. If they aren’t, companies may struggle with employee attrition.

However, by making sure employees are fairly compensated, companies will find it easier to retain workers. And, as an added benefit, they’ll also improve employee morale and satisfaction.
Create Better Job Descriptions
To reduce employee attrition, you want to get the right person in the right role from the get-go. One way to do that is by creating more accurate job descriptions.

The best job descriptions explain the responsibilities of the job, required skills, working conditions, and information about the company culture itself, so potential candidates can accurately assess whether they’d be a good fit.
Hire from Within
Workers are more likely to seek out a new employer if there aren’t any opportunities for growth in their current role. One way companies can avoid this is by improving internal hiring practices, for instance by developing an internal hiring policy and creating an internal job board.

Ideally, companies will also provide employees with development opportunities, so they have the skills they need, should a position become available that they’re interested in.
Survey Employees
To reduce employee attrition, it’s worthwhile to annually survey workers to assess how happy they are. By doing so, employers can measure engagement, then make improvements if necessary to improve morale.
Evaluate Employee Benefits
Interestingly enough, satisfaction with benefits is strongly correlated to job satisfaction. According to one survey, 59% of workers who are extremely satisfied with their benefits are also extremely satisfied with their job–compared to just 18% who are very satisfied with their benefits or 8% who aren’t satisfied with their benefits.

With benefits playing such a huge role in job satisfaction, companies should regularly assess whether their benefits plan is meeting employees’ needs, so they can make adjustments if necessary.

In Conclusion

With employee attrition on the rise, company leadership has become increasingly concerned about the issue. Fortunately, there are a number of steps that companies can take to reduce employee attrition rates.

Perhaps the most important among them, however, is to be proactive. By acting before there’s an employee attrition problem, companies can help safeguard against it. As this quote suggests, “Initiate the preservation process when the person is still in love with the place, not when they are fed up and ready to leave.”

For some great suggestions on how you can do that, check out our blog post, 7 Secrets to Keeping Employees Happy.

May 31, 2022May 31, 2022

The Project Management Guide to Dependencies. Everything you need to know about dependencies in project management.

Dependencies are a concept that you will undoubtedly have come across in your experience as a project manager. They are an essential component of project management, but they can be one of the most perplexing topics for newcomers to understand.

This guide will explain everything you need to know about dependencies in project management, including what they are, the different types of dependencies, and how to properly utilize them in your projects.

What is a Dependency?

A dependency is a task that must be completed before another task can begin. In other words, the completion of one task is dependent on the completion of another task. Dependencies can be either internal or external.

Internal dependencies are tasks that must be completed within your team for the next task to begin. For example, if your team is responsible for both the design and development of a website, the completion of the design must come before the development can begin.

External dependencies are tasks that must be completed by an outside party before your team can move on to the next task. For example, if you are working on a project with a client, the client may need to provide you with specific information or sign off on certain aspects of the project before you can continue.

Properly managing dependencies is crucial to the success of any project. If not managed properly, dependencies can cause delays and roadblocks that can throw off the entire project schedule.

Key Terms For You To Know When Talking Dependencies

The following are some of the key terms associated with project management’s dependencies. It’s important that you understand and are familiar with these terms, as they will come up often when discussing dependencies.

Constraints

Constraints are the boundary markers for a project’s activity. If you bump up against a constraint, the activity cannot begin or continue.

Common constraints related to your projects include time, scope, quality, budget, resources, and risks. Once you identify the constraints for a project, you can then create a schedule and workflow that works within those boundaries.

Often constraints are the conditions or limits that dictate the project schedule. For example, if your team only has access to the office from 9 am-5 pm, that is a constraint on the project.

Constraints are often precipitated by risks. For example, if there is a risk that the budget will not be approved, that may limit the scope of the project or impose a time constraint. By understanding and identifying risks early on, you can mitigate their impact on the project.

A great project manager is someone who can keep track of all the constraints and dependencies while utilizing resources in a way that ensures the quality of the final project.

Lead & Lag

Lead and lag are two terms that are often used together when discussing dependencies. Lead is the amount of time that one task can be completed before another task begins. Lag is the amount of time that one task must be delayed after another task has been completed.

For example, if task A must be completed before task B can begin, then task A has a lead of 0 days. If task A must be completed 3 days before task B can begin, then task A has a lead of 3 days.

If Task A must be delayed 2 days after Task B is completed, then Task A has a lag of 2 days.

Lead and lag can be used to create buffers in the project schedule. By adding lead or lag time to certain tasks, you can account for unforeseen delays or risks. This gives you some flexibility if something does go wrong.

Critical Path

The critical path is the sequence of tasks that must be completed for the project to be finished on time. The critical path is the longest sequence of tasks with no lead or lag time.

If any task on the critical path is delayed, it will delay the entire project. For this reason, it is important to identify the critical path early on and to monitor it closely throughout the project.

The critical path can be changed by adding lead or lag time to tasks, or by changing the order of tasks. However, these changes should only be made if necessary, as they can have a ripple effect on the entire project schedule.

Predecessor

A predecessor is a task that must be completed before another task can begin. For example, if you are writing a report, the research tasks would be predecessors to the writing task.

Successor

A successor is a task that cannot begin until another task has been completed. For example, the editing task would be a successor to the writing task.

Dependencies can be represented using a predecessor-successor relationship diagram. This is a useful tool for visualizing the relationships between tasks.

If you are working on a project, it is important to understand the dependencies between tasks. This will help you to plan the project and to avoid any potential problems.

Different Types of Dependencies For You To Consider.

Dependencies are a necessary part of any project. Without them, projects would lack focus, clarity, and direction. However, dependencies can also be a source of confusion and frustration. To successfully manage a project, it’s important to understand the different types of dependencies and how they can impact the project.

Dependencies can be classified into various types depending on criteria like task completion and start, the connection between your business functions and the project, and the dependency’s purpose.

The most common types of dependencies are:

Finish Before Start (FS): This type of dependency occurs when the start of a task is contingent on the completion of a predecessor task. In other words, the successor task can’t begin until the predecessor task is finished. An FS dependency is the most commonly used type of dependency.
Start-to-Start (SS): A start-to-start dependency occurs when the start of a successor task is contingent on the start of a predecessor task. In other words, the successor task can’t begin until the predecessor task begins.
Finish-to-Finish (FF): A finish-to-finish dependency occurs when the completion of a successor task is contingent on the completion of a predecessor task.
Start-to-Finish (SF): Also called a finish-to-start dependency, this type of dependency occurs when the completion of a successor task is contingent on the start of a predecessor task. In other words, the successor task can’t be completed until the predecessor task begins.
Dependency Inversion: A dependency inversion is when you reverse the usual order of dependencies. For example, if you have an FS dependency between tasks A and B, you would invert the dependency by making task B a predecessor of task A. This type of dependency is used when you want to create flexibility in your project schedule.
Casual Dependency: A casual dependency is an optional dependency that can be reversed if necessary. This is a soft dependency.
Logical Dependency: A logical dependency is a must-have dependency that cannot be reversed. This is a hard dependency.
Internal Dependencies: Internal dependencies are dependencies between tasks within the same project. For example, if you are painting a room, the tasks of priming and painting would be internal dependencies.
External Dependencies: External dependencies are dependencies between tasks in different projects. For example, if you are painting a room, the task of getting the paint from the store would be an external dependency.
Hard & Soft Dependencies: Dependencies can be classified as either soft or hard. Hard dependencies are absolute and cannot be changed. For example, the task of painting cannot begin until the priming is completed. This is a hard dependency.

Soft dependencies are flexible and can be changed if necessary. For example, if you are painting a room, the task of getting the paint from the store can be delayed if necessary. This is a soft dependency.
Preferential Dependency: A preferential dependency is a type of soft dependency. It occurs when you have two or more preferred options and you must choose one.
Resource Dependencies: Resource dependencies occur when two tasks are assigned to the same resource. For example, if you have one person painting a room, the task of priming and painting would be resource dependencies.
Discretionary Dependency: A discretionary dependency is a type of soft dependency. It occurs when two tasks are related but not dependent on each other. For example, if you are painting a room, the task of getting the paint from the store can be done at any time. This is a discretionary dependency.

How to Utilize Dependencies in Project Management

There are a few key things to keep in mind when utilizing dependencies in project management:

Understand the Dependencies: The first step is to understand all of the dependencies involved in the project. This means understanding both the internal and external dependencies and what needs to be done for each task to be completed.
Sequence the Dependencies: Once you understand the dependencies, you can then sequence them in the order in which they need to be completed. This will help you create a project schedule that ensures all of the tasks are completed in the correct order.
Manage the Dependencies: The final step is to manage the dependencies throughout the project. This includes keeping track of the dependencies, ensuring they are being completed on time, and dealing with any issues that may arise.

Dependencies can be a complex concept, but understanding them is essential to successfully managing any project.

Summary

Dependencies are an important part of project management. They ensure that tasks are executed and in the correct order and that all of the necessary tasks are completed.

Dependencies can be classified into different types, such as internal and external dependencies, hard and soft dependencies, and resource dependencies. When utilizing dependencies in project management, it is important to understand all of the dependencies involved in the project, sequence the dependencies, and manage the dependencies throughout the project.

By following these steps, you can ensure that all of the dependencies in your project are properly managed and that your project stays on track.

May 23, 2022May 23, 2022

The 5 Most Frequently Used Project Management Methods and Styles (How to Choose the Right Strategies for Your Company)

Projects are the driving force of any business. They’re how you get things done, whether it’s creating a new product, launching a marketing campaign, or restructuring your company. And there are several different ways you can approach a project.

There are a ton of options when it comes to project management methods and styles. And it can be tough to decide which one is right for your company.

Your project management method is the framework that you use to plan, execute, and track your project. It includes the tools, processes, roles, and responsibilities that you and your team use to achieve your project’s objectives.

Your project management style relates more to the way you interact with your team, stakeholders, and clients. It’s about the culture you create, the decisions you make, and how you handle conflict and adversity.

There are several different project management methods and styles that you can use to manage your projects. Each has its strengths and weaknesses.

In this article, we’ll take a look at both five different project management methods and also five management styles. We’ll also offer some tips on how to choose the best method and style for your business.

Why Project Management Is Key To Your Business Success

Project management is the process of planning, executing, and monitoring a project from start to finish. It includes defining the objectives, setting timelines, allocating resources, and ensuring that the project stays on track.

It’s critical for businesses of all sizes. It helps you complete projects on time and within budget. It also improves communication and collaboration between team members.

What’s the difference between project management styles and methodologies?

Generally speaking, the difference between project management styles and methodologies is that project management styles are more embedded into the manager’s personality while methodologies are more like roadmaps for a given project.

Styles are more concerned with the way that projects are managed on a day-to-day basis. They focus on the interactions and dynamics between the project manager and the team.

Methodologies, on the other hand, are more focused on the process of managing a project. They provide a framework for how projects should be planned and executed.

The 5 Most Common Project Management Styles

The way you think and lead as a project manager is an indication of your project management style. Are you a stickler for deadlines, or are you more lenient and receptive to your team? Do you like to micromanage every aspect of the project, or do you prefer to give your team more autonomy?

Your answers to these questions will help you determine which project management style is right for you.

Autocratic Style
Democratic
Laissez-faire
Hybrid
Devolved

Now, these can be interchangeable. While you may lean towards one style, you may need to adopt a different style depending on the project or team you’re working with. The important thing is that you’re aware of the different styles and can adapt your own accordingly.

Style 1: Autocratic Project Management Style

The autocratic project management style is characterized by a top-down approach. The project manager takes full control of the project and makes all the decisions.

Depending on your personality, this style of management can be seen as either empowering or overbearing. On the one hand, it can help you keep the project on track and ensure that deadlines are met. On the other hand, it can alienate your team and stifle creativity.

But one thing is for sure if you are in a pinch and need to get a project done quickly, the autocratic style is the way to go.

Style 2: Democratic Project Management Style

The democratic project management style is the opposite of the autocratic style. In this case, the project manager seeks input from the team before making decisions. This consultative approach leads to better buy-in from the team because they feel like their voices are being heard.

The democratic style is also more conducive to creativity because it allows for open discussion and debate. However, this style can lead to indecision if team members can’t come to a consensus. So it’s important to strike a balance between giving team members too much freedom and not enough.

Style 3: Laissez-faire Project Management Style

The laissez-faire project management style is a hands-off approach. The project manager delegates authority to the team and allows them to make their own decisions.

This style is often used in cases where the team is highly skilled and experienced. It can also be used when the project is not time-sensitive. However, this style should be used with caution as it can lead to a lack of accountability and poor communication. But when everyone is engaged and trust is running high, laissez-faire management can be very effective.

Style 4: Hybrid Project Management Style

The hybrid project management style is a mix of the autocratic and democratic styles. In this case, the project manager makes decisions with input from the team.

This style is often used in cases where there is a need for both speed and buy-in. For example, if a project is behind schedule, the project manager may take a more autocratic approach to get it back on track. But if the project is going well, they may allow the team more freedom to be creative.

The hybrid style can also be used in cases where different team members have different levels of experience. In this case, the project manager can give more experienced team members more autonomy while providing more guidance to those who are less experienced.

Style 5: Devolved Project Management Style

The devolved project management style is similar to the laissez-faire style. However, in this case, the project manager delegates authority to specific team members rather than to the team as a whole.

This style is often used in cases where there is a need for specialization. For example, if a project requires expert knowledge in a certain area, the project manager may delegate authority to the team member who has that expertise.

This style can also be used in cases where team members are located in different geographical areas. In this case, the project manager may delegate authority to team members who are closer to the action.

A NOTE ABOUT CHOOSING A MANAGEMENT STYLE:

The project management style you choose should be based on the needs of your project. If you have a complex project with tight deadlines, then aspects of an autocratic style may be necessary. If you have a small team with plenty of time to complete the project, then a laissez-faire approach may be best.

No matter what management style you choose, the most important thing is to be clear about your expectations and communicate them to your team. With a little thought and planning, you can find the management style that will help you get the best out of your team and complete your project.

5 Common Project Methods for you to choose from

Now that we’ve discussed what different styles of project management are available to you, it’s time to dive into some of the most popular methods. Methodology at its best helps you to complete a project in a way that is repeatable, consistent, and predictable.

Remember what separates styles from methodologies is that styles are more personal to the project manager while methodology is more about the team. Also, styles are more about the approach while methodology is more about the process.

If you can match your style with an appropriate method, you will be well on your way to project management success.

There are many different project methods available for you to choose from. Here are 5 of the most common:

Agile
Waterfall
Scrum
Strategic
Hybrid

Method 1: Agile

This methodology is based on an incremental and iterative approach, allowing for more flexibility. In Agile, teams work in cycles or sprints to deliver working products incrementally. The advantage of this is that it allows for changes and feedback throughout the project’s lifecycle.

Agile is ideal for projects where there is a need for constant collaboration and where the requirements are subject to change.

Method 2: Waterfall

The Waterfall methodology is a more traditional approach to project management. It is based on a linear process where each stage must be completed before moving on to the next.

Waterfall is ideal for projects where the requirements are well-defined and understood from the outset. It is also perfect when working with large teams as it allows for better coordination and communication.

Method 3: Scrum

Scrum is a type of Agile methodology that involves short development cycles, called sprints, which usually last two weeks. In each sprint, team members work together to complete a certain amount of work, which is then reviewed by the client.

Scrum is a great option for projects where there is a need for constant collaboration and where the requirements are subject to change.

Method 4: Strategic

The Strategic methodology is based on a more traditional approach to project management. It focuses on long-term planning and the big picture. This means that it can be less adaptable to change than other methods.

Strategic is ideal for projects where the requirements are well-defined and understood from the outset. This method is also perfect when working with large teams as it allows for better coordination and communication.

Method 5: Hybrid

A hybrid approach combines two or more of the above project management styles. This can be done in several ways, such as using Agile for the development process and Waterfall for the testing process.

The advantage of a hybrid approach is that it can be tailored to the specific needs of a project. It is also perfect when working with tight deadlines and when clients need to see quick results.

A NOTE ABOUT CHOOSING A MANAGEMENT METHODOLOGY:

Choosing a method is similar to choosing a style. It should be based on the specific needs of the project and the team. There is no one “right” way to manage a project, so it’s important to find what works best for you and your team.

When choosing a methodology, keep in mind the following:

The type of project you are working on
The size of your team
The experience of your team members
The timeline for the project
The budget for the project
The level of risk involved in the project
The amount of change that is expected during the project’s lifecycle

Remember, there is no one “right” way to manage a project. The most important thing is to find a method that works best for you and your team.

Final Thoughts

Project management is moving away from simple execution and toward more complex strategic planning. Before deciding on one approach for your project, understand your client and their requirements. Adaptability is more appealing to the customer, demonstrating your value and commitment to completing the project’s goal.

There are many different management styles and methods available to project managers. Don’t be afraid to try out different approaches and find the one that works best for you.

May 17, 2022May 17, 2022

The Ultimate Guide to Project Management Office

Positive momentum in your company can lead to new opportunities and growth. It can also foster a sense of community and belonging among employees. And it can be a powerful force for good in your business.

But with opportunity and growth comes change, and with change comes the potential for disorder. Successful companies need to find a way to keep the good parts of momentum alive and moving while avoiding the bad.

One way to do this is to create or hire a – Project Management Office (PMO).

A PMO can bring order to chaos, help prioritize projects, manage resources, and track progress. It can be the organizing force that keeps your company moving forward and on the right track.

In this post, we’ll look at what a PMO is and what it does, as well as the many types of PMO’s and some pointers for establishing one.

What Is a Project Management Office?

A PMO is a department inside or outside of an organization that is in charge of standardizing, coordinating, and controlling all aspects of the company’s project management procedures.

The main objectives of a PMO are to ensure that projects are completed on time, within budget, and according to predetermined quality standards.

A PMO can also be responsible for ensuring that projects are aligned with the company’s strategic goals and objectives.

The role of a PMO can be divided into three primary functions:

Project management support
Project management oversight
Project management training

Project management support is the most common function of a PMO. In this capacity, the PMO provides Project Managers (PMs) with templates, tools, best practices, and other resources to help them plan, execute, and deliver their projects successfully.

The PMO can also be responsible for project management oversight, which entails reviewing and auditing project plans, progress reports, and deliverables to ensure that they meet the quality standards set by the company.

Last but not least, the PMO can provide Project Management Training to help employees learn how to effectively manage projects.

Types of Project Management Offices

There are three main types of PMO’s: support, directive, and controlling.

Supportive PMO’s provide services and training to project managers and teams to help them complete their projects successfully. Supportive PMOs do not make decisions for the project managers; they simply offer guidance and resources.

Directive PMO’s are more hands-on. They establish project management best practices and procedures that project managers must follow. Directive PMO’s also typically have the authority to make decisions for the project manager, such as which tool to use or which methodology to follow.

Controlling PMO’s are responsible for ensuring that projects are completed on time, within budget, and according to predetermined quality standards. Controlling PMO’s typically have a staff of auditors who monitor projects and report their findings to the PMO.

This still begs the question: which one is the best for you and your situation?

The type of PMO that is right for your organization will depend on the size and scope of your projects, as well as your company culture. If you have large, complex projects, you may need a controlling PMO to ensure that they are completed on time and within budget. If you have smaller projects or projects that are less complex, a supportive PMO may be all you need.

Internal vs. external PMOs

Internal PMO’s are created and staffed by employees of the organization. External PMO’s are contracted from outside the organization.

The main difference between internal and external PMOs is who staffs them. Internal PMO’s are created and staffed by employees of the organization, while external PMO’s are contracted from outside the organization.

Another difference is that internal PMOs are usually more expensive to set up and maintain than external PMOs. This is because you have to pay the salaries of the employees who work in the PMO, as well as the overhead costs associated with running a department. External PMOs, on the other hand, are typically less expensive because you only have to pay for the services they provide.

Which one is right for your organization? That depends on your needs, budget, and preferences.

Some organizations prefer to have an internal PMO because they feel it allows for better communication and coordination between the PMO and the rest of the organization. Other organizations prefer to contract an external PMO because it is less expensive and they feel it allows the PMO to be more objective.

The bottom line is that there is no right or wrong answer when it comes to internal or external PMOs. It all depends on your specific situation.

Who works within the PMO?

The Project Management Office is typically staffed by Project Managers, Project Coordinators, and Business Analysts.

Project Managers are responsible for ensuring that projects are completed on time, within budget, and according to predetermined quality standards.

Project Coordinators assist Project Managers in this effort by helping to organize and schedule project tasks.

Business Analysts work with Project Managers to understand the needs of the business and how those needs can be met through specific project deliverables.

The Project Management Office is a vital part of any organization that undertakes projects. By coordinating and managing projects, the PMO ensures that they are completed on time, within budget, and to the satisfaction of all stakeholders.

The Benefits of a Project Management Office (PMO)

There are many benefits of having a PMO, including:

Improved communication among project managers and team members
Increased transparency of project status
Better coordination of resources
Improved quality of deliverables
Reduced project costs
Reduced project risk

A PMO can bring many benefits to your organization, but it’s important to remember that a PMO is not a cure-all for every problem. A PMO will not fix underlying issues such as poor communication or lack of trust. But if these issues are addressed, a PMO can help you take your organization’s project management to the next level.

How to set up a Project Management Office

There are six steps you need to take to set up a Project Management Office:

Define the purpose of the PMO
Determine the scope of the PMO
Create a PMO charter
Identify the PMO staffing requirements
Choose a location for the PMO
Set up the PMO infrastructure

Each of these steps is important in setting up a successful Project Management Office.

1. Define the purpose of the PMO

The first step in setting up a PMO is to define the purpose of the PMO. What are the goals of the PMO? What needs does the PMO need to address? How will the PMO add value to the organization?

2. Determine the scope of the PMO

The second step is to determine the scope of the PMO. What functions will be performed by the PMO? What projects will be managed by the PMO? What resources will be managed by the PMO?

3. Create a PMO charter

The third step is to create a PMO charter. The PMO charter is a document that outlines the purpose, scope, and responsibilities of the PMO.

4. Identify the PMO staffing requirements

The fourth step is to identify the PMO staffing requirements. What skills and experience are needed by the Project Manager? What skills and experience are needed by the Project Coordinator? What skills and experience are needed by the Business Analyst?

5. Choose a location for the PMO

The fifth step is to choose a location for the PMO. The PMO should be located in a place that is convenient for all Project Managers, Project Coordinators, and Business Analysts.

6. Set up the PMO infrastructure

The sixth and final step is to set up the PMO infrastructure. The PMO infrastructure includes the systems, tools, and processes that are needed to support the functions of the PMO.

A Project Manager is the person responsible for ensuring that projects are completed on time, within budget, and according to predetermined quality standards. The Project Manager works with the Project Team to understand the needs of the business and how those needs can be met through specific project deliverables.

Best practices for successfully setting up a PMO

There are several different ways to establish a PMO, and the best structure for your company will be determined by its size, demands, and culture. However, there are some fundamental best practices that all PMOs should adhere to.

The first step is to define the roles and responsibilities of the PMO. What will the PMO be responsible for? How will it interact with other departments in the organization?

If you have an internal PMO, you’ll need to staff it with qualified individuals. Project managers who are interested in moving into a PMO role can be a great addition to the team. You may also want to consider hiring consultants or contractors to help get the PMO up and running.

Once you have the team in place, you’ll need to establish processes and procedures. What methods will the PMO use to manage projects? How will it track progress? How will it communicate with stakeholders?

The PMO should also have a clear understanding of the organization’s goals and objectives. What is the company trying to achieve? How can the PMO help to achieve those goals?

Next, you need to establish processes and procedures for the PMO to follow. What project management methodology will the PMO use? How will it handle communication with stakeholders? What tools and templates will it use to manage projects?

Finally, the PMO should establish metrics to track the success of projects. How will the PMO know if projects are on track? What KPIs will be used to measure success?

By following these best practices, you can ensure that your PMO is set up for success.

Conclusion

There you have it! Our ultimate guide to Project Management Offices. We hope you found this article helpful. If you have any questions or comments, please feel free to reach out to us.

And remember, the success of your PMO depends on its ability to adapt to the changing needs of your organization. So don’t be afraid to experiment and try new things. The only way to learn what works best for your company is to test, test, test!

May 15, 2022May 15, 2022

7 Tips for Conducting A Great Remote Interview

Remote interviews are all the rage these days, and while they’re really convenient, it can definitely be a challenge to conduct an interview when you can’t meet face-to-face.

Fortunately, there are strategies to help you be successful, and in this remote interview guide, we’re going to break them down for you, so keep reading to learn the pros and cons of remote interviewing and our 7 top tips on how to conduct a remote interview.

But first, let’s make sure we’re all on the same page by clarifying what a remote interview actually is …

What Is a Remote Interview?

A remote interview is one that occurs over the phone or more often these days, via video. Typically, a remote interview is set up when two people can’t meet face-to-face due to geographic distance or as we saw more recently, a pandemic.

Although these virtual interviews are conducted in a similar fashion to traditional face-to-face interviews, they do require some special considerations, since it’s difficult to read body language over video.

The Pros and Cons of Conducting Remote Interviews

For many hiring managers, remote interviews are well worth it, because they have several advantages …

The Pros of Remote Interviewing

Less Stress – Interviewing is stressful, and it’s made even more so when you have to put on a suit, fight traffic, navigate directions, and search for parking. By contrast, when interviewing remotely, interviewees have the opportunity to respond to questions in the privacy and comfort of their own homes.

As a result, they feel more at ease, and subsequently, can put their best foot forward … which isn’t just good for the interviewee, it’s also good for the interviewer.

Because candidates tend to be less nervous when interviewing remotely, an interviewer can get a better gauge of their expertise and abilities, rather than become distracted by their presentation skills–which may not even be relevant to the job they’re interviewing for.
Lower Costs – It’s expensive to interview remote candidates in person. You have to fly them in, put them up in a hotel, and pay for their expenses – essentially, making a large financial investment before you’re even certain you want to hire them.

By contrast, video lets you screen candidates with minimal financial investment. At most, you only need to pay for the video conferencing software you’re using, making it far more cost-effective than an in-person interview.
Wider Talent Pool – Not every company is willing to fly candidates in for interviews. Likewise, many candidates don’t want to travel to an interview on their own dime, even if they plan to move to the city in question. For a lot of candidates, it’s just too big of a financial risk when there’s no guarantee they’ll actually be hired.

Fortunately, virtual interviews eliminate geographic limitations from the hiring process, giving employers a wider pool of applicants to choose from. As a result, they can select the best candidate for the job — rather than an average one that’s geographically desirable.
Greater Flexibility – When you bring someone in to interview, the plan might be to have them talk to four people back-to-back–so they can meet all the key players in one day and don’t have to return for a second interview.

Although this makes good sense, it’s a scheduling nightmare since ideally, you’ll want to find a block of time that those four interviewers are free back-to-back, so the job candidate doesn’t endure long waits between interviews.

Remote interviewing eliminates the need to schedule back-to-back interviews. Not only does this make the interviews easier to schedule, but it also gives the interviewee a break, so they can run to the restroom or grab a snack between meetings.
Faster Hiring – Virtual interviewing can cut down on the length of time it takes to fill a position. There are a couple different reasons for this. For one thing, you don’t have to look for a 4-6 hour window where all the various parties are free to schedule multiple interviews.

Even if it’s just one interviewer, it’s all too common for interviews to be pushed off until later, because the interviewer can’t find the time to fit them in. However, virtual interviews can be scheduled flexibly–in the evening, on weekends, or at virtually any time of day. Because they’re easier to schedule, the process of hiring someone is shortened.
Better Recall – When you’re conducting a dozen interviews over the course of a week, it can be difficult to remember what each candidate said. Fortunately, video to the rescue!

Because you can record video interviews, you can easily return to them for review whenever you want … which definitely comes in handy when you’re trying to reach a final decision about who to hire.

The Cons of Remote Interviewing

Body Language – A lot of interviewers rely on body language to help them decide whether a candidate is a good fit. Unfortunately, while it isn’t impossible to discern body language over video, it can be more difficult — especially if you don’t have a great connection.
Bad Connection – As we mentioned in the last bullet point, remote interviews aren’t risk-free, because there’s always the possibility of a bad internet connection.

People working in remote locations or overseas, for instance, might experience slow speeds or buffering problems that can make a remote interview frustrating at best and impossible at worst.
Additional Staff Training – While IT managers may be comfortable conducting remote interviews, non-techies who are suddenly tasked with virtual interviewing may feel intimidated by video conferencing technology.

While this hesitation can be overcome with training, companies still need to provide that training to ensure that the entire hiring team is comfortable with video conferencing technology.

7 Remote Interview Tips

Interviewing candidates remotely? Have no fear! In this section, we’ll share our tips on how to interview remotely, so you can proceed with confidence.

Tip #1 – Test Your Tech

It can be incredibly frustrating for job candidates to go to the trouble of preparing for an interview … only to find out that the interviewer didn’t put forth the same effort.

So, in advance of your interview, make sure you know how to use your video conferencing software, and check to see if your mike and camera work. You’ll also want to confirm that your software allows you to record the video, so you don’t have to bother with note-taking while you’re assessing a candidate.

And if other members of your team will be participating in the interview, it’s a good idea to verify that you have the correct permissions to add them to the call.

Tip #2 – Set Expectations

You want recruits to know what they can expect from the call, so they’re every bit as prepared as you are … which is why prior to the interview, you’ll want to explain who they’ll be meeting with and how long the interview will take, so they can block off enough time on their calendar.

If you want to go the extra mile, it’s also helpful to give candidates some tips on how they can prepare for the remote interview, such as using good lighting, doing their own mike testing, or troubleshooting Zoom.

This helps ensure that both parties are prepared for video’s technical challenges, so the interview goes off without a hitch.

Tip #3 – Avoid Overbooking

Although you can book back-to-back interviews with a dozen candidates, we don’t recommend it. Instead, give yourself time between interviews to get up, stretch your legs, go to the bathroom, or grab a snack.

These mini-breaks will help you recharge your batteries, so you’re on top your game even when you’re talking to the last candidate of the day. Plus, they’ll also give you time to record your thoughts about a potential hire before moving on to your next interview.

Tip #4 – Eliminate Distractions

Distractions can ruin the flow of an interview and even prevent you from getting the information you need to make a decision. So, before hopping on a video call, eliminate distractions by finding a private area to talk, whether that’s your employer’s conference room or a home office.

It’s also a good idea to get rid of any clutter that could be distracting, for instance by making sure your camera faces a blank wall, rather than your unmade bed.

And of course, you’ll also want to minimize background noise as much as possible, so shut your windows, turn off your phone notifications, and avoid running any loud appliances, like the dishwasher.

Finally, if you have pets, make sure you secure them in another room before the call starts.

Tip #5 – Establish Rapport

A good rapport fosters trust, respect, and empathy–qualities that help job candidates open up because they feel more comfortable. As a result, you can get a better sense of who they are and whether they’d be a good cultural fit at your organization.

While rapport may seem easier to establish with someone face-to-face, there are techniques for building good rapport over video.

For instance, before the call starts, take a few deep breaks, so you can get centered. Then, once the interview begins, warmly greet the candidate by thanking them for “coming in,” offering a virtual handshake, or even giving a little wave.

Interestingly enough, research shows that warm greetings like these help form a stronger emotional connection over video than a more neutral welcome, like, “Hey, let’s get started.”

Throughout the call, make good eye contact and nod your head periodically, so your interviewee knows you’re actively listening. If you want to go the extra mile, you can even virtually mirror their words.

For instance, if a prospective candidate says, “I was promoted to district manager at my last job,” you might respond by saying, “You were promoted to district manager?”

Not only does this show interest, but it’s also a great way to get the candidate to offer up more details. Just be careful to use this tactic sparingly, so you don’t overdo it.

Tip #6 – Assess EQ

Emotional intelligence or EQ refers to someone’s ability to understand and manage their emotions. Typically, people with high EQ are self-aware, able to regulate their emotions, empathetic toward others, and have good social skills. These are the people we say know how to read a room.

The reason it’s so important to assess a candidate’s EQ is because research shows that EQ is actually one of the biggest predictors of job success–no matter what type of job you’re hiring for!

So, to get a sense of someone’s EQ, try asking questions that’ll yield revealing answers about someone’s self-awareness, priorities, and emotional responses, like:

What inspires you?
What 3 workplace values would you emphasize if you were starting your own company?
& Tell me about a workplace conflict you had in the past and how you handled it.

These questions can go a long way toward helping you make a great hire.

Tip #7 – Remember You’re Also Being Interviewed

Due to the Big Quit, more and more employers are struggling to find the right hires, and the best candidates will typically have multiple job offers.

So, put your best foot forward during the interview by holding yourself to the same standard you’re gauging potential hires by — meaning you’ll want to dress accordingly, behave professionally, and prepare good questions.

You’ll also want to share appealing information about your company, such as its professional development opportunities or collaborative culture.

The latest research shows that in 2022, employees are looking for employers who prioritize their wellbeing, offer them the flexibility to work from home, and share similar values … so if your company is proud of its accomplishments in these areas, don’t forget to mention that during the interview.

Alright, we’ve reached the end of our tips. Armed with this information, you can go forth with confidence, knowing you’re prepared to conduct a successful remote interview.

Thanks for reading, and if you want more recruitment tips, check out our article, “The Definitive Guide to Hiring Remote Employees (and How to Find Them).”

May 14, 2022May 15, 2022

How To Use Positive Risks To Leverage Success in Project Management

If you’re a project manager, chances are that you’ve dealt with plenty of risks in the past. After all, part of your job is to identify potential threats to the project and develop plans to mitigate them. But what about positive risks?

While they may seem like an oxymoron, positive risks are a real and often underutilized tool in project management. By taking advantage of these risks, you can improve project outcomes and deliver greater value to your stakeholders.

In this blog post, we’re going to take a closer look at positive risks – what they are, why you should factor them into your project management plan, and how to leverage them if they do crop up. Are you ready? Let’s dive in!

What is a positive risk?

To convey positive risk, we must first define the term “risk.” A risk is any unforeseen happening that might have an impact on your project’s resources, technology, procedures, and people.

Positive risk is an uncertain event or condition that if it occurs, will have a positive impact on one or more of your objectives.

In project management, it’s important to consider both positive and negative risks when creating your risk management plan.

It’s important to remember that not all risks will hurt your project. By considering both positive and negative risks, you can create a more comprehensive risk management plan that will help your project to be more successful.

Positive risks should be encouraged and leveraged to achieve a successful outcome for your project. Because they can have a significant impact on the success of your project; they should be managed accordingly.

What are some common types of positive risks?

In project management, it’s important to consider both positive and negative risks when creating your risk management plan.

Some common positive risks in project management include:

A possible future policy change that may be beneficial to your project.
The development of a new technology that could improve your project.
A change in the political climate may have a positive impact on your project.
A grant/funding that you’ve applied for and are waiting to hear whether or not you’ve been accepted.
A request for more resources, materials, tools, or training to make your project run more smoothly.

Each of these risks can present both opportunities and challenges for your project. It is important to assess each risk carefully and develop a plan to either exploit or enhance the opportunity.

When should I take positive risks?

There is no easy answer when it comes to taking positive risks. Every project is different and each situation must be assessed individually. However, some general guidelines can be followed to make the best decision for your project.

Some factors that you should consider when deciding whether or not to take a positive risk include the impact of the risk, the likelihood of the risk occurring, and the resources that are available to manage the risk.

It is also important to take into account the potential impact of the positive risk, including both the benefits and any possible downsides. By carefully weighing all of these factors, you can determine whether or not a positive risk is worth taking for your project.

Ultimately, the decision to take a positive risk should be made on a case-by-case basis, and all risks should be carefully considered before any decisions are made.

How to respond to positive risks in project management

Identifying and managing risks is the same for both positive and negative types of risk: While the project is still in progress, you must continue to evaluate risks, assess their influence on your project, and keep track of them. You’ll want to enhance, exploit, or share unfavorable risks rather than avoid or transfer them.

Enhance risks – Look for ways to make the risk more likely to happen, so you can take advantage of the opportunity. Enhancing the positive risk means attempting to improve it.

For example, let’s say new technology is being developed that has the potential to improve your project. To enhance this risk, you can look for ways to make sure the new technology is developed and implemented in your project.

Exploit risks – Exploiting a positive risk means actively working to make sure it occurs. This can be done by taking actions that will increase the likelihood of the risk occurring.

For example, if you are waiting to hear back on a grant that you’ve applied for, you can exploit this risk by following up with the organization and inquiring about the status of your application.

Share risks – Sharing a positive risk means involving other people or organizations in the risk. This can be done by partnering with another organization that can help you manage the risk, or by outsourcing part of the project to another company.

For example, if you’re worried about a possible future policy change that could impact your project, you can share this risk by involving other stakeholders in the decision-making process.

Monitor risks – Paying attention to project progress will help you identify risks early on. This gives you time to come up with a plan to address the risks before they have a chance to impact your project.

For example, if you are worried about a possible change in the political climate, you can monitor news sources and keep up-to-date on any changes that might occur.

Positive risks in project management can be a great opportunity to improve your project. By carefully assessing each risk and taking steps to exploit or enhance them, you can make sure your project is well-positioned to take advantage of these opportunities.

How do you manage stakeholder expectations when it comes to positive risks in your projects?

When it comes to managing stakeholder expectations around positive risks in your projects, it is important to be transparent and clear about the potential outcomes. Positive risks can be a great opportunity to improve your project, but they can also be a source of stress and anxiety for stakeholders because they can lead to unexpected results.

By being clear about the risks involved and the steps you’re taking to manage them, you can help alleviate some of the concerns that stakeholders may have.

Additionally, it’s important to keep stakeholders continually updated on the status of the risk and any changes that occur along the way.

By keeping stakeholders informed and involved in the decision-making process, you can create a level of trust and confidence that will help manage their expectations around positive risks in your project.

8 Tips for managing positive risks

Whether you choose to define risk in terms of a negative or positive, the same project management methods and tools that are used for managing negative risks may also be used to manage positive ones.

There are, however, a few key tips that can help you to more effectively manage positive risks in your project:

Be proactive: Positive risks can often be managed more effectively if they are identified and dealt with before they have a chance to impact the project.
Pay attention: Identify any indications that a positive risk event is about to occur.
Involve your team: Positive risks can often be managed more effectively when the entire team is involved in the process.
Encourage creativity: Positive risks can often be managed more effectively if team members are encouraged to be creative and think outside the box.
Keep an open mind: Be willing to consider new ideas and approaches, as they may be necessary for taking advantage of positive risks.
Use a risk register: Create a risk list of all the things that might go right for you so you can keep track of them.
Factor your team’s risk tolerance: Positive risks can often be more effectively managed when the team’s risk tolerance is taken into account.
Assign action steps: Create action items and assign people to watch or handle each risk.

By following these tips, you can more effectively manage positive risks in your project and take advantage of opportunities as they arise.

Conclusion

With proper planning and communication, you can set realistic expectations with stakeholders and keep them informed and involved throughout the project. By following these tips, you can more effectively manage positive risks in your project and take advantage of opportunities as they arise.

May 8, 2022May 8, 2022

How Design Thinking Can Improve Your Future Projects

Anyone who’s been involved in project management for any length of time knows that it can be a real challenge to keep things on track and meet deadlines. Even the best-laid plans can go awry, especially when dealing with unpredictable variables like humans.

But what if there were a way to come up with creative solutions to problems before they even arise? That’s where design thinking comes in. In this post, we’ll take a look at what design thinking is, and how you can use it to your advantage in project management.

Design thinking, DEFINED.

Design thinking is a process that can be used to solve problems and develop creative solutions. As the name suggests, design thinking focuses on the creative process through the methodical application of creative thinking skills.

One way to think about design thinking is as a problem-solving framework that encourages you to be more creative in your approach.

Rather than simply coming up with solutions to problems, design thinking helps you identify the problem itself and then come up with a solution that meets the needs of all stakeholders involved.

WHY USE DESIGN THINKING IN PROJECT MANAGEMENT?

While design thinking is often associated with the field of design, it can also be applied to other fields, such as project management. Approaching projects with a design mindset can be appealing for a variety of reasons, including increased clarity, enhanced creativity, and the potential for reduced risk.

By applying this way of thinking to project management, project managers can stay focused and on track by developing creative solutions to common problems that revolve around product usability.

The cool thing is design thinking can be used at any stage of a project, from coming up with the initial idea to making sure it’s executed successfully. It’s a great way to get everyone on the same page and make sure all the bases are covered.

There are many reasons why project managers might want to use design thinking in their work, including:

Improved clarity: Design thinking can help you to clarify your project’s goals and objectives. When everyone is on the same page, it’s easier to make sure that the project is heading in the right direction.
Enhanced creativity: Design thinking encourages out-of-the-box thinking. This can be a great asset when trying to come up with creative solutions to complex problems.
Reduced risk: By using design thinking at the early stages of a project, you can mitigate the risk of things going wrong later on. This is because it allows you to spot potential issues and adapt your plans before they become unmanageable.
Better stakeholder engagement: Design thinking can also help you to build better relationships with your clients and stakeholders. When you take the time to understand their needs, it’s easier to keep them happy and engaged throughout the project.

Ultimately, design thinking can be a powerful tool for any project manager looking to maximize their team’s performance and create successful projects. Whether you’re just getting started with design thinking or have been using it for years, there are always new ways to use it and new benefits to be gained.

The five steps of the design thinking process

Design thinking is a well-defined technique, with defined phases. And it can be applied to just about any area of project management. It can be broken down into five basic steps:

Step 1: Empathize

Empathizing with your users is the first step in design thinking. To empathize with your consumers, you must first get inside their heads and see things through their eyes. You can accomplish this through discerning the underlying motivations such as the wants, desires, and goals of your end-users.

One way to get into your users’ shoes is to conduct user research. This can be done through surveys, interviews, google trends, and focus groups. You can ask basic questions like:

What are your user’s needs and wants?
What are their pains and frustrations?
What motivates them?

Basically, you want to understand how people feel about a problem, on a human level. This generally entails submerging the project team members in customers’ experiences or watching how they are affected.

User research will help you to understand your users on a deeper level, which is essential for developing creative solutions that meet their needs. Once you have a good understanding of your users’ needs, you can begin to empathize with them.

Step 2: Define

The second step of design thinking involves taking everything you’ve learned about your users and turning it into a solid definition of the problem at hand.

This process involves conducting interviews, surveys, and other forms of research to gather information about what your users are struggling with and what they hope to achieve through your product or service.

Ultimately, this step allows you to design products and services that are not only high quality but also truly valued by your customers. In short, by properly defining the users’ problems through design thinking, project managers can ensure success in their projects.

To define the problem, start by outlining all the variables that might be involved, including user needs, business requirements, constraints, assumptions, and other relevant factors. Be as specific as possible – this will help to guide your ideation process and will make it easier to come up with solutions that really address the problem.

Step 3: Ideate

Ideation is all about generating creative solutions to the problem at hand. This step is where your team’s creativity and ingenuity will come into play.

This involves thinking outside of the box, generating new ideas based on your understanding of the problem at hand, and tapping into your creativity in order to come up with multiple possible outcomes.

Ideation is an essential part of design thinking. By fostering innovation and coming up with unique approaches to problems, project managers can more effectively tackle any challenges that they encounter throughout the process.

Whether it’s looking for ways to optimize resources or finding new ways to engage stakeholders, ideation plays a vital role in helping project managers achieve success.

To generate ideas, it can be helpful to use brainstorming techniques such as mind mapping or lateral thinking. It’s also important to encourage wild and crazy ideas during this phase – the more out-of-the-box, the better. The goal is to come up with as many potential solutions as possible, without judging or evaluating them at this stage.

Ultimately, being able to innovate through ideation is what sets great project managers apart from those who struggle in their roles.

Step 4: Prototype

In the fourth step, prototyping, you put your theories into practice by creating a model of your proposed solution. This is useful for testing purposes and helps you to fine-tune your design.

This stage involves taking your ideas and creating a rough mockup or blueprint of the solution. You may need to use tools like software, 3D printers, or other prototyping technologies to create an effective prototype.

However you do it, the goal is to turn your brainstormed ideas into something tangible so that you can test them out and see how it works in the real world.

Creating a prototype is an important step in design thinking because it allows you to test your assumptions and get feedback from users early on in the process. This helps to ensure that you’re on the right track and prevents you from wasting time and resources on solutions that don’t work.

Ultimately, prototyping is a key component of effective project management, since it allows you to test and refine your ideas while ensuring that the final product meets users’ needs.

Step 5: Test

After you’ve created a prototype of your solution, it’s time to test it out in the real world. This helps you to gather feedback and ensure that your design works as intended.

Testing can be done in a number of ways, depending on the nature of your prototype. For example, if you’ve created a new software program or website, you might test it out with users to get their feedback.

If your prototype is more physical in nature, you may need to conduct interviews or surveys in order to get input from real-world users.

In any case, the goal of testing is to get feedback from those who will be using the final product so that you can make any necessary adjustments before moving forward with implementation.

For project managers, testing your prototype is an integral part of the design thinking process. Not only does it ensure that you’re on track to meet users’ needs, but it also helps you fine-tune your solution so that it’s as effective as possible.

By taking the time to test your design, you can avoid potential problems down the road and increase the chances of success for your project.

Putting it all together – Design principles meet project management.

There are many different applications of design thinking principles in the world of project management.

For example, one creative strategy might be to approach problems from multiple perspectives. This can involve thinking about a challenging project from the perspective of your users, stakeholders, or even a potential competitor. By considering a project from diverse viewpoints, you can gain new insights and come up with innovative solutions that may not have been possible otherwise.

Another useful strategy for applying design thinking principles to your projects is to focus on collaboration and iteration. Rather than working alone or only making incremental changes at a time, try involving different members of your team in the design process at various points. This can help to generate new ideas and feedback, as well as foster trust and accountability among team members.

Additionally, by constantly iterating and making small adjustments along the way rather than waiting until the end of the project, you can ensure that your final design will be well-adapted to user needs and expectations.

Finally, another key aspect of design thinking is being open-minded and always being willing to take risks. As you design new projects or tackle complex problems, it’s important to be flexible and adaptive in your thinking. Embrace uncertainty by trying out different approaches and trusting your intuition, and you’ll be more likely to succeed in your work.

Conclusion

There you have it – the five key steps of design thinking in project management.

By following these steps, you can bring a user-centered approach to your work and increase the chances of success for your projects.

So what are you waiting for? Start applying design thinking principles to your next project and see how it can help you achieve your goals.

May 4, 2022May 4, 2022

The Top 8 Ways To Improve Your Reporting For Project Management

Improve Reporting For Project Management

Let’s face it: no one likes to do reports. They’re tedious, time-consuming, and often feel like a huge waste of effort. However, without reliable data, it’s impossible to make informed decisions about a project.

Good reporting helps improve the decision-making process by providing accurate information about what’s happening on the ground.
Good reporting helps improve communication between team members. By providing regular updates on progress, risks, and issues, reports help to keep everyone on the same page and prevent misunderstandings.
Good reporting also helps to build trust between stakeholders and team members by demonstrating that you value transparency and accountability.
Good reporting can also help to improve the overall efficiency of a project by highlighting areas where improvements can be made. For example, if you’re consistently missing deadlines or overspending on resources, reports can help to identify the underlying cause of these problems and make adjustments accordingly.

If you’re hoping to enhance your project management reporting, keep reading.

The different types of reports that are available to project managers

Any project manager worth their salt knows that clear and concise reports are key to the success of any project. But what often gets lost in the shuffle is just how to improve them. It can be the difference between a project that’s on track and a project that’s headed for disaster.

Project management reports come in all shapes and sizes. The type of report you need will depend on the specific project you’re working on, as well as the project management software you’re using. However, there are some common types of reports that are used in most project management scenarios.

The first type of report is the project status report. This report is used to track the progress of a project, and to identify any issues that need to be addressed. It should include information on the project’s milestones, as well as the current status of each task.

The second type of report is the risk management report. This report is used to identify and track risks that could impact the success of a project. It should include information on the potential impact of each risk, as well as the likelihood of it occurring.

The third type is the team availability report. This report is used to track the availability of each team member. It should include information on vacation days, sick days, and other time off. This report is especially important for project managers who are working with remote teams.

The fourth type of report is the project budget report. This report is used to track the spending on a project. It should include information on the project’s budget, as well as actual spending to date. This report is especially important for project managers who are working with limited budgets.

The fifth and final type of report is the change management report. These reports document changes to a project, including changes to the scope, timeline, budget, or other aspects of the project. Change management reports can help to ensure that all stakeholders are aware of and agree with any changes that are made.

8 Ways To Better Improve Reporting

Now that we’ve discussed the different types of reports that are available to project managers, let’s look at some tips for improving your reporting.

1. Collect qualitiy data

In any business, accurate and up-to-date data is key to making informed decisions. This is especially true in project management, where the consequences of poor decision-making can be expensive and far-reaching. That’s why it’s so important to collect quality data throughout the project lifecycle. By tracking progress, milestones, and other key metrics, project managers can identify problems early and course-correct before it’s too late.

Additionally, good data can help improve reporting processes, making it easier to communicate project status to stakeholders. In short, collecting quality data is essential to good project management. Without it, projects are more likely to fail.

2. Keep reports concise and easy to understand

Keeping reports concise and easy to understand is essential for effective project management. In order to improve processes and ensure accountability, managers must be able to trust the information presented in their team’s reports. This means that reporting should be clearly written, with no unnecessary jargon or extraneous details.

Additionally, all findings and outcomes should be presented in a logical, straightforward manner that is easy for anyone to quickly digest and understand. By cultivating these practices, managers can gain greater insights into the effectiveness of their projects and improve their overall management abilities.

Ultimately, this will result in more successful outcomes for all involved parties involved in a project. So if you’re looking to improve your project management skills and get the most out of your team’s efforts, maintaining clear and concise reporting practices should be at the top of your list of priorities.

3. Visualize the data

All too often, project management can feel like herding cats. Trying to get a handle on all the moving parts – deadlines, resources, deliverables – can be enough to make your head spin.

This is where visualizing data comes in handy. Seeing key information laid out in an easily digestible format can help improve reporting processes and make it easier to identify areas that need attention. For example, a Gantt chart is a common tool used in project management to visualize timelines and dependencies.

By identifying potential roadblocks and problem areas early on, you can improve your chances of delivering a successful project. So next time you’re feeling overwhelmed by all the data, remember that a picture is worth a thousand words – and it might just be the key to keeping your project on track.

4. Open the lines of communication

Good project management relies on effective communication between all stakeholders involved. Whether it’s communicating with staff, shareholders, or customers, an open and frequent dialogue is essential for keeping everyone informed and aligned with the project’s goals.

For example, by fostering an open line of communication between engineers and marketing specialists during product development, the team can improve their reporting processes and ensure that the final product will meet customer needs.

By staying in constant contact throughout the process, teams can pick up on potential areas of frustration or confusion early on, giving them time to make necessary adjustments before a problem becomes too big to solve.

Ultimately, maintaining a positive two-way channel of communication between all project participants helps to ensure that projects are executed successfully and efficiently.

5. Store reports in a central location

Anyone who has ever worked on a project knows that organization is key to success. One important aspect of maintaining a successful project is keeping reports in a centralized location.

This is important for a variety of reasons, but most importantly because it allows for easy access in case of an emergency. For example, if someone on the team falls ill and is unable to work, having all of the project’s reports in one place will make it easier for someone else to pick up where they left off.

Furthermore, keeping reports in a centralized location can improve reporting processes by ensuring that everyone on the team is using the same format and sharing the same information.

In an emergency situation, easy access to information can mean the difference between success and failure. That’s why keeping reports in a central location is so important for the success of any project.

6. Review reports periodically

Regularly reviewing reports is critical for project management as it helps identify problems and trends early on. This way, issues can be addressed quickly, before they have a chance to cause further damage.

Reviewing reports also allows you to keep track of progress and ensure that everyone is on track.

Plus, by periodically reviewing reports, you can improve the reporting process itself, making it more efficient and effective. So, be sure to review your reports regularly. Doing so can improve the quality of your project and help prevent problems down the road.

7. Use a template for all reports

If you’ve ever been in a situation where you had to produce a report, you know that it can be quite stressful. There’s a lot of pressure to make sure that the report is well-written, accurate, and helpful.

One way to improve the reporting process is to use a template. Templates provide a structure for reports, so new people can jump right in and start writing efficiently. This is especially helpful on large projects, where many people are working on different aspects of the report.

By using a template, everyone can be sure that they’re including all the necessary information in their section. As a result, the final report will be more complete and accurate.

Templates can also help improve the overall quality of reports by ensuring that they are consistent in format and style. This makes them easier to read and understand, which is always beneficial.

8. Create a timeline for completing and submitting reports.

Creating a timeline for completing and submitting reports is an effective tool for improving reporting practices. By setting deadlines and outlining the necessary steps to complete and submit your reports on time, you can streamline your reporting processes and improve outcomes.

This will help you stay organized and manage your time effectively, minimizing stress and confusion as you work towards meeting your reporting goals. Additionally, having clear timelines in place allows you to plan ahead, anticipate any potential challenges, and address issues before they arise.

So, if you want to improve your reporting habits, consider creating a timeline that outlines the key steps of each report-making process. With this tool in hand, you’ll be sure to produce reports that are thorough, accurate, and timely every time.

Conclusion

Between the to-do list and the lines, there’s a lot of tracking, measuring statistics, and analyzing patterns to ensure that a project is finished on time, on budget, and with minimal problems.

To have a proficient project management process, you must make use of regular reports. They can help you gain a clearer understanding of how your project is progressing and highlight areas where additional resources or changes may be needed.

To get the most out of these reports, it’s important to tailor them to fit the specific needs of your project. Consider what information would be most useful for different stakeholders: perhaps you need data about resource utilization or risk variables, or perhaps you need insights into customer satisfaction levels.

Once you have identified what information will be most useful, make sure that this data is included in your reporting process so that you can easily track your progress and make any necessary adjustments along the way.

Overall, by using regular reporting as a key part of your project management process, you can improve efficiency, communication, and collaboration among all those involved in getting things done.

Whether you are a manager looking to improve workflow or simply an individual contributor wanting to stay on top of things, using reports effectively can have a huge impact on your success. So start making use of them today and see how they can improve your project management!

May 2, 2022May 2, 2022

Adopt the Perfect Leadership Style for Your Project’s Success

As a project manager, you’re in charge of creating success for your projects. The key to that success is in your ability to lead your team effectively, using a variety of different leadership styles to best fit the needs of your projects.

In this article, we will discuss the different leadership styles of project managers and how you can leverage your style and adopt other styles to create an effective team dynamic.

Qualities of Effective Leadership

Before we dive into the leadership styles of project managers, let’s first discuss the qualities of effective leadership. The best project managers display a mix of several different leadership qualities. The most important qualities of effective leadership include:

Vision: A good project manager can see the big picture and develop a clear vision for the project.
Communication: A good project manager is an excellent communicator. They can communicate their vision for the project and motivate their team to achieve it.
Passion: A good project manager is passionate about their work and projects. This passion is contagious and motivates team members to do their best work.
Integrity: A good project manager has integrity and is honest with their team. They can build trust with their team by being transparent and keeping their word.
Emotional intelligence: A good project manager has high emotional intelligence. They can understand and manage their emotions toward themselves and others.
Decision-making: A good project manager can make decisions quickly and efficiently. They consider all options and make the best decision for the project.

8 Leadership Styles of Project Managers

There are many different leadership styles of project managers. The best project manager will use a mix of different leadership styles depending on the situation. The most common leadership styles of project managers include:

Authoritative

If you have an authoritative leadership style then you are a project manager who takes charge and makes decisions without consulting your team. This is a fantastic style for projects that need a clear vision and a tight schedule.

The problem with this leadership style is that it can lead to a lack of buy-in from the team. Authoritative leaders tend to be micromanagers and can be overbearing.

This leadership style should be used sparingly and only when necessary. Team members may feel like they are not being heard or that their input is not valued.

A good example of an authoritative project manager is Steve Jobs, founder of Apple. When working on projects for Apple, Jobs was a strong leader who rarely consulted others before making decisions.

Autocratic

If you have an autocratic leadership style, you may be a project manager that has total control over your team. This is best used in situations where your team needs specific instructions and execution times.

The problem with this leadership style is that it can be very stressful for team members, especially if they are not happy with their workload or disagree with decisions being made.

This leadership style should only be used when necessary. If you’re an autocratic leader then you need to be careful not to micromanage your team or be too overbearing. You could easily disempower your employees.

A good example of an autocratic project manager is Bill Gates, co-founder of Microsoft. Gates was known for being a demanding leader who expected his team to work long hours and follow strict schedules.

Coaching

If you are a project manager who uses a coaching method, your job is to act more like a mentor and instructor to your team. This style is great when your team members need guidance or mentorship, and the project has complex tasks that require a lot of support.

The best situation for this leadership style is when team members are new to their roles or lack experience in a certain area, or when the project has a lot of moving parts.

The coaching leadership style can be ineffective if the project manager is not experienced enough or does not have the time to give adequate support. It can also lead to dependency, as team members may become too reliant on the project manager for guidance.

A good example of a coaching project manager is Sheryl Sandberg, Chief Operating Officer (COO) of Facebook. When she first started at Facebook, she took a coaching leadership approach with her team. She gave them the support they needed to be successful in their roles and helped them grow into their positions.

Democratic

The democratic leadership style is when the project manager consults the team and takes their input into account before making decisions. This style is best used when the team needs to be motivated and engaged.

The disadvantage of this leadership style is that it can lead to decision-making paralysis. If the team cannot come to a consensus, the project manager may have to make the final decision. This can be frustrating for team members who feel like their voices are not being heard.

A good example of a democratic project manager is Mark Zuckerberg, CEO of Facebook. He is known for his open and transparent leadership style. He consults with his team before making decisions and values their input.

Laissez-faire

The laissez-faire leadership style is when the project manager gives the team complete freedom to work on the project. This style is best used when the team is highly skilled and knows what needs to be done.

The disadvantage of this leadership style is that it can lead to a lack of direction. Without the project manager’s input, the team may veer off course and not meet the project goals.

A good example of a laissez-faire project manager is Larry Page, co-founder of Google. He is known for trusting his team and giving them the freedom to work on their projects without much direction.

Charismatic

The charismatic leadership style is when the project manager uses their personality to inspire and motivate the team. This style is best used when the team is struggling to stay engaged and needs a jolt of energy.

The main disadvantage of this leadership style is that it can be time-consuming, as project managers have to spend a lot of time interacting with team members. This can also be problematic if the project manager is not very likable or charismatic, as their leadership may not be effective.

A good example of a charismatic leader would be someone like Gary Vaynerchuk, a successful entrepreneur, and motivational speaker. He is known for his energetic and enthusiastic personality, which has helped motivate and inspire his team to work hard and achieve their goals.

Transformational

The transformational leadership style is when the project manager leads by example and motivates the team to achieve their best work. This style is best used when the team needs direction and motivation.

The disadvantage of this leadership style is that it requires a lot of energy and may not be sustainable over the long-term. It can also be difficult to maintain a high level of motivation and engagement from team members in the long term.

A good example of a transformational project manager is Oprah Winfrey, talk show host, and media mogul. She is known for her ability to motivate and inspire people to achieve their best work. She sets the example for her team and leads by example.

Servant

The servant leadership style is when the project manager serves the team and helps them to achieve their goals. This style is best used when the team needs support and guidance.

The disadvantage of this leadership style is that it can lead to a lack of accountability. If the project manager becomes too involved in meeting the needs of the team and does not hold them accountable for their work, the project may not meet its goals or deadlines.

A good example of a servant leadership style is Mother Teresa, founder of the Missionaries of Charity. She was known for her selfless service to others and her dedication to meeting the needs of her team.

Visionary

This leadership style is best used when the project manager is able to think strategically and set a clear vision for the project. This style involves making informed decisions and having high emotional intelligence. Also, a huge plus to this style is when the vision is accepted and integrated into the team, it can carry a huge impact on momentum.

When team members understand how their work contributes to the success of a project, they may be more inclined to utilize their unique talents because they know how important it is. The effectiveness of this method is greatest after a strong team bond has been formed.

The visionary leadership style can have its disadvantages as well. In order for this style to be successful, the project manager needs to have a clear and concise vision. If the vision is not communicated effectively, it can lead to confusion and frustration among team members. Additionally, this style requires a great deal of trust from team members. If team members do not trust the project manager, they may be less likely to follow their vision.

An example of a visionary leader would be Elon Musk, CEO of Tesla Motors and SpaceX. He is known for his ability to think strategically and set ambitious goals for his company. His visionary leadership style has been instrumental in the success of both Tesla and SpaceX, as both companies continue to break new ground in their respective industries.

Simplifying Leadership Styles into 3 Types

Essentially you can boil down all of the styles into three buckets: directive leadership, supportive leadership, and participative leadership.

1. Directive leadership:

This typically involves taking a more hands-on approach and providing clear instructions to team members. It can be effective in high-pressure situations where there is a need for quick results.

In most cases, authoritative, autocratic, visionary, and charismatic leadership styles may be described as directive; they entail taking a more active role in directing team members and issuing clear instructions.

2. Supportive leadership:

This type of leadership emphasizes building relationships and motivating team members. It can be helpful in situations where team morale is low or when there is a need to build trust and cooperation.

Coaching, transformative, and servant leadership approaches are frequently regarded as supportive since they focus on boosting team members’ performance.

3. Participative leadership:

This type involves involving team members in decision-making and delegating tasks accordingly. It can be beneficial in situations where you need buy-in from team members or when you want to promote a sense of ownership and responsibility.

Participative leadership types are frequently associated with democratic and servant leadership approaches. Essentially, they encourage teamwork and cooperation among team members.

How to discern which leadership style to use.

Consider the needs and goals of your team. If your team needs clear instructions or support to stay motivated, a directive or supportive leadership style may be best.
Pay attention to how well your team responds to each leadership style. If a particular approach does not seem to be working as well as you had hoped, it may be time to try a different approach.
Take stock of your skills and preferences when it comes to leadership. Some project managers may naturally be more inclined toward one particular leadership style, while others may be able to adapt their approach based on the needs of their team.

SITUATIONAL LEADERSHIP

While there is no “one best leadership style” for project management, a popular approach is to utilize a range of different leadership styles depending on the situation.

One particularly useful framework for doing this is situational leadership, which involves tailoring your approach based on the readiness and competence of your team members.

At its core, situational leadership emphasizes adapting your leadership style to best meet the needs of your team. This involves assessing the situation, analyzing what is required for success, and then acting accordingly.

Whether you need to take a more directive or supportive approach can vary depending on many different factors, including the project goals, challenges faced by your team, and the existing skill levels and experience of team members.

Let’s say you are pioneering a new project for a startup company and you are faced with a team that is inexperienced and lacks confidence. In this situation, using a more supportive leadership style could help to build the team’s motivation and morale, while also helping them to develop their skills over time.

On the other hand, if you are leading a team of highly skilled professionals who are working on an important project with a lot of pressure and tight deadlines, a more directive leadership style may be best to ensure that tasks are completed efficiently and on time.

Conclusion

No matter what leadership style you adopt, remember to always communicate your vision for the project and build trust with your team. To be the best project manager you can be, you’ll need to use a mix of these different leadership styles that best fit your situation and the goals of your team’s projects.

Ultimately, the best project manager is one who is adaptable and willing to learn from their experiences. Whether it’s a high-pressure situation or an exciting new opportunity, change is inevitable in the world of project management. By having an open mind and being willing to adapt your leadership style, you can best meet the needs of your team and achieve success.

April 25, 2022April 25, 2022

What causes project failure? 12 common issues in project management and their solutions.

No one likes to admit failure, but it’s an essential part of any project. Without fail, there will be bumps in the road and challenges to overcome. The key is to learn from these failures and use them as a springboard for success.

By understanding the root cause of failures, project managers can avoid making the same mistakes in the future. In some cases, failure can even be a good thing, leading to new insights and innovative solutions. So don’t be afraid to fail; it’s often the first step on the road to success.

In this article, we’ll explore the 12 most common causes of project failure and what you can do to avoid them.

Failure in project management stats (problem)

There was a gigantic study done by Wellington a few years back that sheds some light on the trends in project management.

According to the Wellington State of Project Management report,

43% of projects are completed within budget.
Only 29% of the firms examined complete projects on schedule.
47% say their organization has a track record of project success
40% of organizations mostly or always deliver the full benefits of their projects
54% of companies don’t have access to real-time project KPIs (key performance indicators). Which means they are flying blind and can’t course-correct quickly.

These statistics are staggering, but they don’t tell the whole story. For example, what exactly constitutes a “failed” project? Is it a project that comes in over budget? Is it a project that doesn’t meet all its objectives?

There are several different metrics for assessing project success or failure, but we consider a project to be unsuccessful if one of the three categories below is not satisfied.

Budget overruns: This is when a project exceeds its budget. This can be caused by several factors, such as unexpected costs, and poor project planning.

Schedule delays: This is when a project takes longer to complete than what was originally agreed upon. This can be caused by several factors, such as scope creep, unrealistic expectations, and poor project management.

Product/service doesn’t meet expectations: This is when the final product or service doesn’t meet the original objectives. This can be caused by several factors, such as scope creep, unrealistic expectations, and poor project management.

To avoid project failure, it’s important to take a proactive approach and address the causes head-on.

The top 12 most common causes of project failure, and tactics for fighting them.

Now that we’ve defined what we mean by a “failed” project, let’s take a look at the 12 most common causes of project failure.

1. “Flaky Company Culture”

What we mean by “flaky company culture” is a company culture that isn’t conducive to successful project management. For example, if there is a lot of infighting among team members, or if decision-makers are constantly changing their minds, this can lead to projects that are mismanaged from the start.

A “flaky company culture” can lead to the failure of a project. This is because if team members are not held accountable, they will not be productive. For a project to be successful, team members must be productive. However, this is often difficult when there is a “flaky company culture.”

To avoid this, it’s important to create a company culture that values collaboration and clear communication.

There are several solutions for how to improve company culture to increase productivity. One solution is to have regular meetings in which team members are held accountable. Another solution is to establish clear goals and deadlines for projects. Finally, it is important to provide feedback regularly so that team members know how they are doing.

2. “Green” project managers

“Green” project managers are those who are new to the role of project manager. They often don’t have the experience or knowledge necessary to successfully manage a project.

A “green” project manager can lead to the failure of a project. This is because they may not know how to properly communicate with team members, set clear goals, or establish a project timeline.

To avoid this, it’s important to choose a project manager who is experienced and knowledgeable. The best way to do this is to look for someone who has managed similar projects in the past.

It’s also important to provide training for “green” project managers. This training should cover topics such as project management basics, communication skills, and goal setting.

3. Unclear objectives

If the objectives of a project are not clear, it can lead to confusion and ultimately, project failure. This is because team members will not know what they are supposed to be working on, and the project may veer off course.

To avoid this, it’s important to have a clear and concise project plan. The project plan should include the objectives of the project, as well as what needs to be done to achieve those objectives.

It’s also important to communicate the project plan to all team members. This way, everyone is on the same page and knows what needs to be done.

4. Lack of funding

A lack of funding is one of the most common causes of project failure. This is because, without adequate funding, a project cannot be completed.

To avoid this, it’s important to have a clear and concise budget for the project. The budget should include all costs associated with the project, such as materials, labor, and overhead.

It’s also important to have a contingency plan for what to do if the project goes over budget. This contingency plan should include ways to cut costs and save money. Also, make sure to communicate the budget to all team members so that they are aware of what is expected of them.

5. Insufficient supply of resources

Inadequate resources are another common cause of project failure. This is because, without enough resources, a project cannot be completed.

To avoid this, it’s important to have a clear and concise plan for what resources are needed for the project. The resource plan should include all materials, labor, and equipment needed for the project.

This is also an example of when a contingency plan is required, since the project may need more resources than are accessible. This plan should include ways to obtain additional resources, such as borrowing from other projects or renting equipment.

6. Unrealistic expectations

Biting off more than you can chew is a recipe for disaster. When team members or project managers set unrealistic expectations, it can lead to frustration and ultimately, project failure.

To avoid this, it’s important to be realistic about what can be accomplished within the constraints of the project. This means setting achievable goals and deadlines. It’s also important to communicate these expectations to all team members so that everyone is on the same page.

7. Poor communication

Poor communication is one of the most common causes of project failure. This is because, without effective communication, team members will not be able to work together effectively.

There are many ways to improve communication on a project. First, it’s important to have a clear and concise plan for how the information will be shared. This plan should include who needs to be updated on what, and when they need to be updated.

It’s also important to use the right communication channels for the project. For example, email may be sufficient for some projects, but others may require face-to-face meetings or conference calls.

Finally, it’s important to make sure that communication is clear and concise. This means avoiding jargon and using simple language that everyone can understand.

8. Scheduling blunders

Poorly managed schedules are another common cause of project failure. This is because, without a well-organized schedule, team members will not be able to work together effectively.

There are many ways to avoid scheduling blunders. First, it’s important to have a clear and concise plan for the project. This plan should include all tasks that need to be completed, as well as when they need to be completed.

It’s also important to use a scheduling tool that everyone can access and understand. This could be something as simple as a whiteboard or a more complex software program.

Finally, it’s important to make sure that the schedule is followed. This means enforcing deadlines and holding team members accountable for their tasks.

9. Lack of team cohesion

If team members are not working together, it can lead to project failure. This is because, without teamwork, team members will not be able to complete their tasks effectively.

There are many ways to promote teamwork on a project. First, it’s important to make sure that team members are aware of their roles and responsibilities. This means having a clear and concise plan for the project.

It’s also important to promote collaboration among team members. This can be done by holding regular meetings where team members can share ideas and work together on tasks.

Finally, it’s important to reward teamwork. This could be done by giving team members bonuses or recognition for their efforts.

10. Leadership problems

Leadership problems can also lead to project failure. This is because, without effective leadership, team members will not be able to work together effectively.

There are many ways to avoid leadership problems. First, it’s important to make sure that the project manager is clear about their vision for the project. This means having a clear and concise plan for the project.

It’s also important to make sure that the project manager is accessible to team members. This means holding regular meetings and being available to answer questions.

Finally, it’s important to make sure that the project manager is fair. This means treating all team members equally and enforcing deadlines equally.

11. Transparency issues

Lack of transparency is another common cause of project failure. This is because, without transparency, team members will not be able to trust each other.

There are many ways to promote transparency on a project. First, it’s important to make sure that team members are aware of their roles and responsibilities. This means having a clear and concise plan for the project.

It’s also important to make sure that team members have access to information. This can be done by holding regular meetings and sharing information openly.

Finally, it’s important to make sure that team members are held accountable for their actions. This could be done by giving team members bonuses or recognition for their efforts.

12. Ignoring warning signs

When projects start to fail there are often signs that can alert you to the impending doom. Unfortunately, these signs are often ignored which leads to the failure of the project.

There are many reasons why warning signs are ignored. First, it’s often because team members are afraid of speaking up. This means that they don’t want to confront the problem head-on.

It’s also often because team members don’t want to admit that the project is failing. This means that they’ll continue to work on the project even though it’s clear that it’s not going to succeed.

Finally, it’s often because team members are too invested in the project. This means that they’re reluctant to give up even when it’s clear that the project is doomed.

To mitigate the risk of ignoring warning signs, it’s important to create an environment where team members feel comfortable speaking up. This means having regular meetings where team members can share their concerns.

It’s also important to make sure that team members are honest with each other. This means being open about the project’s progress and admitting when things are going wrong.

Finally, it’s important to make sure that team members are willing to take risks. This means being willing to experiment and try new things even if there’s a chance of failure.

Projects often fail because warning signs are ignored. To avoid this, it’s important to create an environment where team members feel comfortable speaking up, honest with each other, and willing to take risks.

13. Not learning from mistakes

One of the biggest reasons why projects fail is because team members don’t learn from their mistakes. This means that they continue to make the same mistakes over and over again which leads to the project failing.

There are many ways to avoid this problem. First, it’s important to make sure that team members are aware of their mistakes. This can be done by holding regular meetings and sharing information openly.

It’s also important to make sure that team members are honest with each other. This means being open about the project’s progress and admitting when things are going wrong.

Finally, it’s important to make sure that team members are willing to learn from their mistakes. This means being willing to experiment and try new things even if there’s a chance of failure.

14. Not having a backup plan

Another common cause of project failure is not having a backup plan. This is because, without a backup plan, team members will not be able to recover from setbacks.

There are many ways to create a backup plan. First, it’s important to make sure that team members are aware of their roles and responsibilities. This means having a clear and concise plan for the project.

It’s also important to make sure that team members have access to information. This can be done by holding regular meetings and sharing information openly.

Finally, it’s important to make sure that team members are held accountable for their actions. This could be done by giving team members bonuses or recognition for their efforts.

The perfect tool for the job

Creating and managing a workflow system might appear complex, but when complemented with the appropriate software, like Teamly’s single management tool, the process becomes simple to comprehend and develop in a short period of time, allowing you to observe outcomes quickly.

With Teamly, you can:

Easily create and manage your workflows
Get real-time updates on the status of your workflows
Receive notifications when a workflow is complete
Track the progress of your workflows over time

The benefits of using Teamly’s workflow management tool are clear. By streamlining the process of creating and managing workflows, you can save time and resources, while ensuring that your workflows are effective and efficient. With Teamly, you can be confident that your projects will run smoothly and be completed on time.

Conclusion

When working on a project, it’s important to be aware of the warning signs that could lead to failure. To avoid this, it’s important to create an environment where team members feel comfortable speaking up, honest with each other, and willing to take risks.

It’s also important to make sure that team members are willing to learn from their mistakes.

By taking these tips, you can be confident that your projects will be successful.

Have you experienced a failure in your project? Examine the reasons for this failure and use what you’ve learned to avoid making the same mistakes again.