Project roadmaps are a useful weapon in the arsenal of good project managers. While getting into the nitty-gritty and fine-tuning your plan down to the minute tasks is critical, the importance of how you present your overall picture of the project should not be understated.

In fact, if you want to be able to really impress your clients and upper management, having a great project roadmap is key. It’s the first step in getting everyone on the same page about what the project entails, and it should lay out a clear path for success.

Creating an optimal project roadmap isn’t always easy, but it’s definitely doable with a little bit of know-how. In this article, we’ll show you how to create a project roadmap that will get everyone excited about your project.

What is a project roadmap?

A project roadmap is a big picture document that outlines the major goals and milestones of a project. Often, project roadmaps are presented as timelines with each goal or milestone mapped out according to when it needs to be achieved. Roadmaps can also take other forms, such as Gantt charts or even simple lists of goals and objectives.

The important thing to remember about project roadmaps is that they are meant to be high-level overviews of the project. They are not meant to be detailed plans that outline every single task that needs to be completed. That’s what your project plan is for.

Deciphering between a roadmap and a plan?

Your project roadmap is meant to give your audience a general snapshot view of what your project entails and what its major milestones are.

Your project plan, on the other hand, is a detailed document that outlines every task that needs to be completed to achieve the project’s goals. The important thing to remember is that a project roadmap is meant to be high-level, while a project plan is meant to be detailed.

For example, let’s say you’re working on a website redesign project.
Your project roadmap might look something like this:

• Launch a new website in 4 months.
• Increase traffic to the website by 20% in 6 months.
• Decrease bounce rate by 10% in 8 months.

On the other hand, your project plan would detail every task that needs to be completed to achieve those goals.

For example:

• Research website redesign trends (1 week)
• Create wireframes for new website design (2 weeks)
• Build new website on chosen platform (1 month)
• Test new website design (1 week)
• Launch new website (1 week)
• Monitor website traffic and analytics (ongoing)

As you can see, a project roadmap is meant to give your audience a general overview of the project, while a project plan details every task that needs to be completed to achieve the project’s goals.

When should you use a project roadmap?

Project roadmaps are most useful when you’re trying to get buy-in from upper management or investors. They’re also helpful when you’re trying to communicate the overall picture of the project to your team.

That being said, project roadmaps are not a replacement for detailed project plans.

The benefits of creating a project roadmap

There are several benefits to creating a project roadmap, even if you already have a detailed project plan in place. Here are just a few of the benefits:

• Gets everyone on the same page: Project roadmaps are a great way to get all stakeholders on the same page about what the project entails. It’s also a good way to get buy-in from upper management and other decision-makers.
• Helps you to think long-term: Project roadmaps force you to think about the long-term goals of the project and what needs to be done to achieve those goals. This is a valuable exercise that can help you to make better decisions about the project as a whole. Gives you a bird’s eye view: Project roadmaps give you a high-level overview of the project, which can be helpful when you’re trying to make decisions about the project.
• Makes it easy to track progress: Project roadmaps make it easy to track the progress of a project. You can quickly see which tasks have been completed and which ones are still outstanding.
• Serves as a reference point: Project roadmaps can also serve as a reference point for everyone involved in the project. If there are any questions about what needs to be done or when something is supposed to be done, the roadmap can be consulted for answers.

What are the components of a project roadmap?

Every project is different, so there is no one-size-fits-all answer to this question. However, some common components should be included in every project roadmap. Here are a few of the most important ones:

Goals and objectives: The first thing that should be included in your project roadmap are the goals and objectives of the project. What is the project trying to achieve? What are the end goals?

Scope: The scope of the project should also be included in the roadmap. This will help to ensure that everyone is clear on what is supposed to be accomplished during the project.

Timeline: A timeline is an essential component of any project roadmap. This will help to ensure that everyone is clear on when each task needs to be completed.

Dependencies: Dependencies should also be included in the project roadmap. This includes things like approvals that need to be obtained or tasks that need to be completed before other tasks can begin.

Resources: Another important component of a project roadmap is a list of the resources that will be needed to complete the project. This includes things like manpower, materials, and money.

Deliverables: Deliverables are the end products of the project. What will be delivered at the end of the project? This should be clearly stated in the roadmap.

How to create a project roadmap

Now that you know why project roadmaps are important and what components should be included, it’s time to learn how to create one.

1. Write a project proposal

When creating a roadmap, it’s imperative to access the most valuable information on the front end. This means writing a project proposal. This document will serve as the foundation for your roadmap and help to ensure that you have all of the necessary information before you get started.

It’s important to get behind the “why” of the project. Why is the project necessary? What are the end goals? Answering these questions will help to ensure that your roadmap is focused and on track. Without a case for why the project is needed it’s easy to get derailed by scope creep or other problems.

The goal is to gain support and authorization first.

2. Do your research

Once you have a clear understanding of the project, it’s time to do your research. This includes things like gathering data, talking to experts, market positioning, and investigating best practices.

What you’re doing is getting to the heart of what the project is trying to achieve and backing it up with data.

Ultimately your research will inform the project’s goals, deliverables, milestones, personnel involved, resources required, risks, dependencies, and so on.

3. Create the project roadmap

Now that you have all of the necessary information, it’s time to start creating the project roadmap.

There are a few different ways to do this. You can use a tool, which has pre-built templates that make it easy to get started. Or you can create a roadmap in Excel, which gives you more flexibility to customize the roadmap to your specific needs.

Once you have the template, it’s time to start filling in the information. The first thing you’ll need to do is enter the project’s name, description, and start date.

Then you’ll need to add in the project’s goals and objectives. After that, you’ll add in all of the tasks that need to be completed, along with the due date for each task.

Once all of the tasks are added, you’ll need to add in any dependencies, risks, and assumptions.

Finally, you’ll need to add in the project’s budget and timeline.

4. Share the roadmap

After the roadmap is created, it’s time to share it with the stakeholders. This includes anyone who is involved in or affected by the project.

It’s important to keep in mind that the project roadmap is a living document. It will need to be updated as the project progresses and things change.

That’s why feedback is so important. Stakeholders should be encouraged to provide feedback on the roadmap so that it can be adjusted as needed. We suggest when fishing for feedback, you focus on the following questions:

• What are your initial impressions of the roadmap? (Encourage them to name positive and negative aspects.)
• Do you think the roadmap is realistic? Why or why not?
• What, if anything, is missing from the roadmap?
• Do you have any concerns about the project that are not addressed in the roadmap?
• What suggestions do you have for improving the roadmap?

The feedback phase can be addressed in a face-to-face meeting, over email, or through an online survey.

5. Update the roadmap

After you’ve gathered feedback from stakeholders, it’s time to update the roadmap. This includes making any necessary changes based on the feedback you received.

But this won’t be the last time you update the roadmap. As the project progresses, you’ll need to regularly update the roadmap to ensure that it remains accurate.

Situational Awareness for project managers

Have you ever managed a project that just couldn’t get off the ground? You followed all the project management steps, but somehow things still went wrong. In many cases, the problem isn’t that you didn’t manage the project correctly – it’s that the situation called for a different approach.

If you want to navigate project management difficulty, you need to have a different mindset. You need to utilize an adaptable framework to address your unique situation. With this type of mindset, you can adapt your project management style to fit the circumstance, and increase your chances of success.

What you really need is situational awareness, which you can only acquire through expertise and experience. This means not only being able to plan for your project, but also situationally adapting on-the fly if something changes unexpectedly – which it often will.

In this article you will learn :

• The difference between classical project management and situational project management.
• What situational awareness is.
• The mindset pitfalls of project management.
• How to develop situational awareness for your projects.
• 4 situational lenses to try on.
• 3 factors to consider when determining whether a situation is too difficult to change.

Classical project management VS Situational project management.

When most people think of project management, they often think of the classic waterfall model. This approach breaks down a project into distinct phases, with each phase depending on the successful completion of the previous one.

However, this approach doesn’t work well in situations where the environment is constantly changing. In these cases, you need to be able to adapt your plans on the fly and respond to changes as they happen. This is what situational project management is all about.

Situational project management is a style of project management that takes into account the fact that some situations are too difficult to change. It focuses on being able to adapt your plans on the fly and respond to changes as they happen.

What is Situational Awareness?

Situational awareness is the key to success in many project management scenarios. It’s the ability to see what’s happening around you and understand how it will impact your project.

The problem is that many people, when they encounter a new situation, tend to rely on the knowledge they already have. They try to apply the same best practices they’ve used in the past, even when those practices may be inappropriate for the new situation. This can lead to disaster.

For example, imagine you’re a project manager who’s been asked to oversee investment planning for a new product launch. You’ve done this before, so you’re confident in your ability to do it again. But the situation is different this time. The product is riskier, the market is more volatile, and the budget is tighter. If you don’t take these factors into account, your project is likely to fail.

To be successful, you need to be able to see the world through different lenses and understand how each situation is unique. You can’t rely on best practices alone. You need to be able to adapt your approach to fit the specific circumstances of each project.

Pitfall mindsets

There are four common pitfalls that project managers fall into when they’re trying to adapt to a new situation:

1. Over-reliance on best practices: As we’ve seen, best practices can be helpful, but they’re not always appropriate for every situation. If you’re too focused on following best practices, you may miss important details that could make or break your project.
2. Over-reliance on previous experience: Just because you’ve done something before doesn’t mean you’ll be able to do it again. Every situation is different, and you need to be open to new ideas and approaches.
3. Over-reliance on expert opinion: It’s important to get input from experts, but you shouldn’t blindly follow their advice. Experts can be wrong, and you need to be able to make your own decisions based on the specific circumstances of your project.
4. Over-reliance on data: Data is important, but it’s not the only factor you should consider when making decisions. You also need to take into account the human element of your project.

Beware of these pitfalls, and make sure you’re able to see each situation for what it is, rather than trying to force it into a pre-existing framework.

How to develop situational awareness

Many project managers have a hard time adapting to new situations because they’re too focused on the past. They keep trying to apply the same old methods, even when those methods are no longer effective.

You need to be able to see each situation for what it is and adapt your management style accordingly. Some people are naturally more aware of their surroundings than others. But even if you’re not, there are ways to improve your situational awareness.

The first step is to create what I call “situational lenses.” These are mental models that you can use to see the world around you in a new way. To create a situational lens, you need to step outside of your own point of view and look at the situation from another perspective.

For example, imagine that you’re managing a project to build a new bridge. You’ve been told by your boss that the project must be completed within two years.

You’ve done your best to plan and prepare, but halfway through the project, you realize that the timeline is impossible. The ground is too unstable to support the weight of the bridge, and the river is too deep to cross without a bridge.

You can’t change the situation, so you need to change your mindset. Instead of trying to force the project to fit into the two-year timeline, you need to accept that it will take longer.

This doesn’t mean that you should give up and do nothing, though you might. It just means that you need to adjust your expectations and find a way to work within the new reality.

The same principle applies to any situation that you encounter. If you can’t change the situation, you need to change your perspective.

4 Situational Lenses To Consider…

Project management is like driving a car. You need to be aware of what’s happening around you in order to get to your destination safely. The four situational lenses can help make you more aware of the situation you are in. Just as a driver uses a rear-view mirror, side mirrors, and windshield to see what’s behind, around, and in front of the car, project managers use the four lenses to see what’s happening in the project environment.

The lenses are: possibility, probability, constraint, and oppurtunity. By using all four lenses, project managers can get a clearer picture of the situation and make better decisions.

Let’s look at each lens in more detail:

1. Possibility Lens

When you’re faced with a difficult situation, it’s easy to feel like there’s nothing you can do. But if you look at the situation through the lens of possibility, you’ll see that there are always options.

For example, imagine that you’re managing a project to build a new factory. The site is in a remote location, and the only way to get there is by plane. But halfway through the project, the only airport in the area is closed due to a volcanic eruption.

At first, it might seem like there’s nothing you can do. But if you look at the situation through the lens of possibility, you’ll see that there are always options. You could fly into a nearby airport and take a bus or a train to the factory site. Or you could charter a private plane.

The key is to keep looking for options until you find one that works.

2. Probability Lens

When you’re facing a difficult situation, it’s easy to feel like the odds are against you. But if you look at the situation through the lens of probability, you’ll see that there’s always a chance that things will work out in your favor.

For example, imagine that you’re managing a project to launch a new product. The product is very complex, and the launch date is fast approaching. You’ve done everything you can to prepare, but you’re not sure if the product will be ready in time.

At first, it might seem like the odds are against you. But if you look at the situation through the lens of probability, you’ll see that there’s always a chance that things will work out. The product might be ready in time, or you might find a way to launch it without all the features.

The key is to stay positive and keep working towards your goal.

3. Constraint’s Lens

When you’re faced with a difficult situation, it’s easy to feel like you’re being held back by your limitations. But if you look at the situation through the lens of constraints, you’ll see that your limitations can actually be a source of strength.

For example, imagine that you’re managing a project to develop a new software application. The deadline is very tight, and you’re not sure if you have enough time to test the software properly.

At first, it might seem like you’re being held back by your timeline. But if you look at the situation through the lens of constraints, you’ll see that your timeline can actually be a source of strength. It will force you to focus on the most important aspects of the software and make sure that they’re working properly.

The key is to use your limitations to your advantage.

4. Opportunity Lens

When you’re faced with a difficult situation, it’s easy to feel like you’re missing out on something better. But if you look at the situation through the lens of opportunity, you’ll see that there’s always a chance to turn the situation into a positive.

For example, imagine that you’re managing a project to launch a new product. The product is very complex, and the launch date is fast approaching. You’ve done everything you can to prepare, but you’re not sure if the product will be ready in time.

At first, it might seem like you’re missing out on something better. But if you look at the situation through the lens of opportunity, you’ll see that there’s always a chance to turn the situation into a positive. You could use the launch as an opportunity to learn more about the product and how it works. Or you could use it as an opportunity to build buzz for the product before it’s released.

3 Key factors to consider in situational project management:

There are 3 key factors to consider when determining whether a situation is too difficult to change are:

The degree of uncertainty

When there is a great deal of uncertainty, it can be difficult to make decisions because you don’t know what will happen.

For example, lets say you hired out an ads agency to help with a product launch. The agency guaranteed results, but 3 months into the campaign and you’re not seeing any improvement in sales. It would be difficult to make a decision to continue working with the agency or not because of the uncertainty of the situation.

Maybe the ads are performing bad because of the time of year, and if you give it a few more months, sales will improve. Or maybe the ads are just bad and no matter how long you wait, they’re not going to work.

The key is to try to reduce the uncertainty by gathering as much information as possible. This way you can make a more informed decision. But it’s possible that if the degree of uncertainty is too high, it might not be worth trying to change the situation.

The degree of complexity

When a situation is complex, it can be difficult to understand all the different factors that are at play.

For example, lets say you’re managing a project that has many product launches. Each product launch has a different team, budget, and timeline. It would be difficult to understand how each factor is affecting the other factors.

The key is to try to simplify the situation by breaking it down into smaller pieces. This way you can understand each piece better and see how they all fit together.

If you can’t simplify the situation, then you might need to either get more information or accept that you might not be able to understand everything.

The degree of risk

When there is a lot at stake, it can be difficult to make decisions because you don’t want to make the wrong decision.

Let’s say you’re managing a construction project and the budget is very tight. If you make a mistake, it could cost the company millions of dollars.

In this situation, you might want to get more information or take a more conservative approach. The key is to try to balance the risk with the potential reward.

If the potential reward is high and the risk is low, then it might be worth taking a chance. But if the risk is high and the potential reward is low, then it might not be worth it.

These are three key factors to consider when determining whether a situation is too difficult to change. When you’re faced with a difficult situation, it’s important to evaluate the degree of uncertainty, complexity, and risk. If you can’t reduce the uncertainty, simplify the complexity, or lower the risk, then it might not be worth trying to change the situation.

Bringing it all together

Situational awareness in project management is all about making the best decision given the circumstances. Sometimes that means accepting that a situation can’t be changed. But other times, it means taking a chance and trying to change a difficult situation. The key is to weigh the degree of uncertainty, complexity, and risk against the potential reward. Only you can decide whether it’s worth it or not.

Do you feel like you’re constantly running into roadblocks on your projects? Are you struggling to find a way to get around them and achieve your goals? You are not alone.

Many businesses face project blockers that prevent them from reaching their objectives. In this article, we will discuss the most common project blockers and ways to remove them from your path. We will also give several examples of how businesses can overcome these barriers to success.

What is a project blocker?

A project blocker is an item or force that completely inhibits progress in a project. It can be something as simple as a missing piece of information, a change in scope, or even a person. Blockers can also be more complex, such as political changes or natural disasters. Basically, anything that prevents the project from moving forward can be considered a blocker.

Fortunately, project blockers are usually easy to identify. The flow of information in a project is controlled by the dependencies and tasks that must be completed before others. Project blockers stand in the way of these activities from being carried out. No matter the cause, project blockers can have a major impact on your ability to reach your goals.

Project Blocker Vs Impediment

Often, project blockers and impediments are used interchangeably. However, there is a distinction between the two.

An impediment is anything that slows down progress or makes it more difficult to achieve objectives. It can be an internal or external factor. For example, an internal impediment might be a lack of resources. An external one could be bad weather conditions.

A project blocker, on the other hand, is an impediment that completely stops progress. It is a showstopper that cannot be worked around.

Diagnosing the issue: Deeper analysis of causes for blockage

When you’ve discovered a project barrier, the next step is to investigate the scenario further to ensure that it doesn’t recur. Understanding your issues is crucial for preventing future difficulties. This can help you determine where the problem originates so you can detect, address, and never repeat it.

There are many different ways to approach this. One method is to use the Five Whys technique. This involves asking why the problem occurred five times to get to the root cause of the issue.

For example, let’s say your team is having difficulty meeting deadlines.

• Why are we not meeting deadlines? Because we are not finishing our tasks on time.
• Why are we not finishing our tasks on time? Because we are not starting our tasks on time.
• Why are we not starting our tasks on time? Because we are not getting the information we need to start our tasks.
• Why are we not getting the information we need to start our tasks? Because no one is responding to our emails.
• Why is no one responding to our emails? Because they do not think it is urgent.

After asking the five whys, you can see that the root cause of the problem is that people do not think the task is urgent. You can then take steps to address this issue, such as setting clearer deadlines or sending reminders.

Another approach is to use the Ishikawa diagram, also known as a fishbone diagram. This tool is used to visually brainstorm all of the potential causes of a problem. Once you have identified the possible causes, you can then start to narrow down which one is the most likely cause of the issue.

For example, let’s say you’re trying to improve your team’s productivity. Potential causes:

• Lack of training
• Poor communication
• Inefficient processes
• Unclear goals

After brainstorming the potential causes, you can then start to investigate which one is the most likely cause of the problem. This will help you focus your efforts on the right areas so you can make the most impact.

The most important thing is to take action to address the issue. Once you’ve diagnosed the problem, you can start to put a plan in place to fix it. This might involve changes to processes, communication, or training. Whatever the solution is, it’s important to make sure that everyone is on board and understands what needs to be done.

What are the most common blockers in project management?

There are several different types of project blockers, but some are more common than others. The most common include:

1. People Blockers
2. Time Blockers
3. Dependency Blockers
4. Feedback loop Blockers
5. Communication Blocker
6. Technological Blockers

We’ll tackle each one of these in more detail below.

1. People blocker:

People can be blockers to a project’s success for all sorts of reasons. There might be an issue due to a conflict in personalities or a disagreement on the project’s direction. But not necessarily, it could also be due to a lack of skills or knowledge. Or even just onboarding a new team member who isn’t familiar with the project yet.

Not only that, but they may want to safeguard their concepts, projects, teams, departments, or even their career paths. Some people fear change while others pursue it for personal gain. Whatever the reason, it’s important to be aware of the potential for people to block your project’s progress.

Solutions:

• The first is to try and understand the root cause of the issue. Is there a personality clash? A disagreement on the direction?
• One way to overcome this is to build consensus among the stakeholders.
• Make sure everyone understands the goals of the project and how they will benefit from its successful completion.
• Once you’ve identified the problem, you can start to put a plan in place to resolve it. This might involve mediation, training, or even just a change in communication style.
• The most important thing is to keep the lines of communication open and try to find a resolution that works for everyone.
• Be prepared to make some compromises; not everyone will get everything they want, but if the project is successful, everyone will benefit.

2. Time Blockers:

Just as a house needs a foundation and walls to stand, a project needs a schedule to ensure its timely completion. A schedule provides the framework that holds everything together and helps avoid costly delays.

However, schedules can also be a major source of frustration when they are not followed. All too often, projects fall behind schedule due to a variety of factors, ranging from the unforeseen to the downright preventable. When this happens, it can result in a domino effect of delays that can jeopardize the entire project.

The key to avoiding these delays is to have a clear understanding of the factors that can cause them and take steps to mitigate them. By doing so, you can keep your project on track and avoid costly delays that can jeopardize its success.

Solutions: There are several steps to consider to overcome a time blocker.

• Try and figure out what caused the problem in the first place. Is there a deadline for completion? Are you lacking in personnel or funding?
• Build-in some flexibility into the schedule to account for unforeseen delays.
• If possible, try and break the project down into smaller tasks that can be completed more quickly.
• Consider creating a plan that might involve changing the deadline, allocating more resources, or even rethinking the entire project plan.
• The most important thing is to take action to address the issue.

3. Dependency Blocker:

All projects have dependencies. That’s just a fact of life. But when those dependencies start to pile up, they can become a major blocker to a project’s success. Here are just a few ways that dependency mishaps can occur:

• One team is waiting on another team to finish their work before they can start theirs. This can create a domino effect where one delayed task ends up delaying the entire project.
• A dependent task is more difficult or time-consuming than originally anticipated. This can throw off the entire project schedule and cause other tasks to be delayed as well.
• An outside vendor or service provider fails to deliver on their promises, resulting in a delay for the project team.

Dependencies can be a necessary evil, but when they’re not managed properly, they can quickly become a blocker to success.

Solutions:

• Establish clear dependencies between teams and tasks. This will help avoid confusion and ensure that everyone is aware of their role in the project.
• Regularly communicate with those who are responsible for tasks that your project depends on. This will help you stay up to date on their progress and identify potential risks early on.
• Build contingency plans into the schedule in case a dependent task is delayed. This will help avoid disruptions to the project if an unforeseen delay does occur.

4. Feedback Loop Blockers:

Feedback loop blockers can put a big damper on project momentum. There are several reasons why feedback loop mishaps can occur, and they can all spell disaster for a project.

First, feedback loops can be disrupted when communication breakdowns occur. This can happen when team members are not clear on their roles and responsibilities, or when there is a lack of transparency around project objectives.

Also, feedback loops can be disrupted when unrealistic deadlines are set, or when tasks are not properly scoped.

Finally, feedback loop blockers can also occur when there is a lack of trust between team members, or when team members are not invested in the success of the project.

Solutions:

• Establish clear roles and responsibilities for team members. This will help ensure that everyone is aware of their part in the project and can provide feedback accordingly.
• Make sure that objectives are clear and attainable. This will help team members understand what is expected of them and avoid setting unrealistic deadlines.
• Scope tasks properly to ensure that they are achievable. This will help prevent disruptions to the feedback loop and keep the project on track.
• Build trust among team members by being transparent and open to feedback. This will help ensure that everyone is invested in the success of the project.

5. Communication Blocker:

We’ve all been there. You’re in a meeting, trying to get everyone on the same page about the project at hand when suddenly things start going off the rails: disagreements arise, tempers flare, and before you know it, the meeting is over and nothing has been accomplished.

Or, perhaps you’re trying to work on a deliverable, but you can’t seem to get feedback from your team members promptly. As a result, progress grinds to a halt and the project starts to fall behind schedule.

When it comes to project management, communication is key. Without effective communication, it’s difficult to maintain alignment among team members and keep everyone on track.

Furthermore, communication breakdowns can lead to frustration and conflict, which can quickly derail even the best-laid plans.

Solutions:

• To avoid these communication blockers and keep your project moving forward,
• Be sure to establish clear channels of communication from the outset and make sure everyone knows who is responsible for what.
• Set regular check-ins so that everyone is always aware of the project’s status and can provide input promptly.
• By paying attention to communication from the start, you can avoid potential blockers and ensure that your project stays on track for success.

6. Technological Blockers:

As any project manager knows, technology can be both a blessing and a curse. On the one hand, it can help to automate tasks and facilitate communication. On the other hand, it can also introduce new problems and complications. Technology blockers are one of the most common and frustrating types of issues that project managers have to deal with. They can occur for a variety of reasons, including poor communication, incompatible technology, and inadequate training.

Fortunately, there are a few things that you can do to mitigate the impact of technology blockers.

Solutions:

• Make sure that everyone on your team is on the same page in terms of technology.
• Provide adequate training to avoid any misunderstandings or confusion.
• Be prepared to troubleshoot any problems that arise.
• The key is to have a backup plan in place in case of technical difficulties.
• It could be good to designate someone on your team as the “go-to” person for all things technical.
• By being proactive and prepared, you can avoid the frustration and delays that technology blockers can cause.

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:

1. 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.
2. 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.
3. 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.
4. 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.
5. 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.
6. Casual Dependency: A casual dependency is an optional dependency that can be reversed if necessary. This is a soft dependency.
7. Logical Dependency: A logical dependency is a must-have dependency that cannot be reversed. This is a hard dependency.
8. 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.
9. 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.

10. 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.

11. 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.
12. 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.
13. 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.

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.

1. Autocratic Style
2. Democratic
3. Laissez-faire
4. Hybrid
5. 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.

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:

1. Agile
2. Waterfall
3. Scrum
4. Strategic
5. 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.

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.

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:

1. Define the purpose of the PMO
2. Determine the scope of the PMO
3. Create a PMO charter
4. Identify the PMO staffing requirements
5. Choose a location for the PMO
6. 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.

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.

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.