Tag: Training

Kanban Software to Streamline Your Workflow

Written by Vartika Kashyap on September 11, 2024. Posted in Articles.

Managing a team and juggling various tasks are really stressful. Being in a manager position is like handling chainsaws- intense, risky and requiring precise control. But fear not! There’s a powerful tool that can transform this chaotic workflow into a smooth and well-organized workflow: Kanban software.

Think about visualizing a team’s work with a clear division and organized board that tracks each task’s status without any loss. And there lies the magic of Kanban.

In this post, you will discover the versatility of Kanban software and how you and your team can use it to skyrocket performance.

Understanding Kanban Software

Kanban is a popular tool that helps in agile leadership and boosts team efficiency. It is a crucial methodology used by many project management tools. Let’s understand Kanban with an easy example:

Let us assume you are in a restaurant, specifically its kitchen. You do not want a pile of orders overwhelming the chefs all at once. Instead, you manage the flow of visualizing and organizing the orders in front of the chefs. Each order is tracked through various stages, from ‘To Do’ to ‘Done.

In short, a Kanban board might be called a digital sticky note board with columns such as “To Do,” “In progress,” and “Done.” It works as follows:

Visualizing work: Tasks are organized and categorized, making it easy for everyone to see the current status and stage of each task.
Limiting Work in Progress (WIP): By managing the number of tasks in progress, Kanban prevents team members from becoming overwhelmed and ensures smooth transitions.
Continuous Improvement: Kanban encourages teams to refine their processes and focus on bringing incremental improvements to the project.

The Best Kanban Software for Your Needs

While there are various tools and software that offer Kanban as an inbuilt feature, we have sorted out a list of top software that have built Kanban to the next level.

According to Verified Market Reports, the market size of Kanban software is estimated to hit $10.9 billion before the end session of 2027. It is growing at a CAGR of 15.3% during these forecast periods.

It shows the high efficiency and adaptability of the Kanban software for project managers. Now let’s know a few top tools that offer Kanban as a pro feature:

ProofHub

ProofHub is a project management and team collaboration software. ProofHub’s Kanban board is like a dynamic canvas in which all related project activities are visible in a balanced way. Kanban board provides a comprehensive view of your project’s progress, showing who’s accomplished what, where each task stands, and the timeline of activities. It is, therefore, easy to drag the tasks for work progress, allowing an easy way to distinguish completed tasks and those that are still pending. Also, this tool has additional functions like customizations and security, ensuring your projects are not only organized but protected.

ClickUp

ClickUp helps streamline the entire workflow with its Kanban feature. It helps maximize work efficiency and manage work smartly. It saves time for managers and allows them to focus on urgent and essential work. ClickUp has 25,000+ reviews on G2, showing its global popularity.

Asana

Asana offers a customizable Kanban workflow management dashboard. It helps foster team collaboration, checking the work stage in real time, toggling between views, and automating workflow. Asana has been trusted by Deloitte, NASA, United Way, The New York Times, and Spotify.

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How to Choose the Right Kanban Software?

Well, let’s resemble your Kanban tool with a Unicorn. 🎠

It has a very sharp horn that denotes task prioritization.🦄

It has a rainbow color tail that moves your task from to-do, doing, and to do.🌈

It has soft, wide feathers which are ready to take off towards your dream. 🪽

But the paradox is that there are so many Unicorns standing in front of you; how can you choose the right one for you?

Finding the ideal Kanban software

It’s time to know a few effective ways to find the ideal Kanban software that suits fit.

Know Your Needs: Learn what you truly need from it as a software. Is it for a small team or a large firm? Start by aligning your expectations with the tool’s capabilities.
Look at Your Options: Many software solutions claim to be a Kanban board. Create a list of what you want from Kanban software and match your list with your targeted tool.
Try Before You Buy: Opt for a free trial or request a demo to test and understand the software and ensure that it fits your needs. Test the software or look for a free trial.

Essential Features: The right features to look for in a Kanban software

There are a few must-have features inside Kanban software. Check the list below to know:

Boards: Where you’ll keep your tasks organized. (as if the containers are for your sand).
Cards: Tasks that can be moved through different stages.
Columns: Indicate stages in the task process
Swimlanes: Grouping tasks for better organization
Collaboration Tools: Features to get your team involved.
Reports: Insights on how the task progresses and areas for improvement.
UI/UX: Facilitate users to navigate an interface effortlessly.
Training: An intuitive platform that requires little training and easy to navigate around
Price: Ensure that the cost falls under your budget.

Benefits of choosing the right Kanban Software.

Having a Kanban tool for project and team management comes with numerous benefits. Here are a few of them:

See the whole picture

It collects every task-related activity in one place and makes it more like a board where you have an overview of all of them. It lets you monitor the current stage of a task and see whether it is remaining or completed.

Keep things moving

It lets you ensure that work is constantly progressing on the right track. Once something isn’t working correctly, for example, some obstruction in the river bed like this rock, you can quickly locate it and set it right.

Avoid overload

It lets you specify that as much work as possible can be done simultaneously. This prevents one from overworking a team member and possibly getting stressed out.

Better teamwork

All the actions are transparent to everyone. Thus, it makes the work of teams more efficient and helps share ideas among the teams.

Track progress

It also allows managers to track the progress of a particular project over time. This assists you in identifying whether you are making progress or not.

How does Kanban help in managing teams and tasks?

Clear roles: The team is aware of their tasks. It reveals the capacity as to who is doing what in the organization.
Easy updates: It is more informative to know that when an employee completes a job, he or she relocates the Post-it note. All the workmates observe the update at the same time.
Balanced workload: The Kanban system can also ensure that there is work for everyone to do; in other words, there must not be too much work to do.
Focus on what matters: This provides an opportunity to prioritize the tasks in them since all of them are seen.

However, Kanban software is like a helper for your team; it helps keep everything in order and does not let you get distracted easily.

Conclusion

Kanban software can drastically change the team’s approach and performance. Kanban assisted in improving the operations by creating visibility to the workflow, avoiding multitasking and promoting constant improvement while increasing the business’s productivity.

Thus, with the help of the Kanban methodology and proper tools, organizations can enhance their project management and become more successful.

PM for the Changemakers

Written by George Pitagorsky on August 14, 2024. Posted in Articles.

For changemakers to succeed, project managers and key stakeholders must recognize the need to go beyond the nuts and bolts of project management to address the need for strategic thinking, adaptability, and resilience to manage in a volatile, uncertain, complex, and ambiguous (VUCA) environment. That is the message of PMI 4.0. “a growth strategy to address the PM needs of changemakers.”[1]

Changemakers

Changemakers proactively drive change and transformational efforts. The clever ones have for decades used project management concepts and methods to manage the projects and programs that make change happen. Change leaders – entrepreneurs, product and process innovators, and social change agents – have employed project managers.

Those who have not recognized the need for effective project management have floundered.

Going Beyond the Basics

Two PM experts said in a recent article that we have “entered a time when requirements-based schedules and estimates are no longer sufficient because the nature of projects has shifted to innovative projects.”[2]

We entered that time many years ago. We have been performing innovative and disruptive projects all along. Projects are and have always been the vehicles for innovation and organizational change.

The need for adaptability and agility has been recognized for years by the PM establishment after decades of practical experience in the field. The need for strategic management to align project work with organizational goals and values has also long been recognized.

Project managers who adhered too strictly to the standard approaches have often failed. Changemakers who have yet to make project portfolio and program management a priority have wasted time and money.

PM as an Art

However, project and portfolio management is not a cure-all. We still see large numbers of projects led by professional project managers fail, often because professional PMs have not been cognitively ready and trained to apply the effective decision-making, adaptability, courage, and resilience needed to creatively manage volatile, uncertain, complex, and ambiguous (VUCA) situations.

PM is more of an art than a science.

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VUCA is the Rule, Not the Exception

Formal PM training has focused on the performance of projects in which requirements are well-defined and conditions are under the control of the project team or PMO. As a project manager, PM consultant, and technology executive I have never experienced such projects.

Granted, my experience has been in the technology and organizational change realm, not in engineering and construction projects where more firm requirements are likely. But even in those fields, changing requirements and external conditions beyond the control of the project manager have been common.

There is nothing new about requirements being discovered as product and process design and implementation take place. To address this reality, the Agile Manifesto was produced in 2001 based on twenty-plus years of prior experience. Jim Highsmith, writing for the Agile Alliance, stated

“In order to succeed in the new economy, to move aggressively into the era of e-business, e-commerce, and the web, companies have to rid themselves of their Dilbert manifestations of make-work and arcane policies. This freedom from the inanities of corporate life attracts proponents of Agile Methodologies and scares the begeebers (you can’t use the word ‘s–t’ in a professional paper) out of traditionalists. Quite frankly, the Agile approaches scare corporate bureaucrats— at least those that are happy pushing process for process’ sake versus trying to do the best for the “customer” and deliver something timely and tangible and “as promised”—because they run out of places to hide.”

The Future is Now!

No longer can we strictly adhere to ridged methodologies and attempts at setting schedules and budgets in concrete before we have a sense of the true nature of each project.

But let’s not throw out the baby with the bathwater. To be successful organizations must adopt the skillsets and methodologies that directly address VUCA while honoring the wisdom of traditional project management. We need realistic planning, control, and execution.

In addition to traditional PM skills, Drs Kerzner and Zeitoun identified the following skills required to manage projects “in the future” in their article “The Transforming Dynamics of Project Management’s Future“[3] –

“Brainstorming, creative problem-solving, Design Thinking, Idea Management, rapid prototype development, innovation leadership, strategic planning, managing diversity, co-creation team management, supply chain management, advanced risk management, and change management”

These are the same skills, under one label or another, that have been used to succeed in the past and present. The future is now and has been since the earliest days of project management.

The Foundation: Cognitive Readiness

The foundation for the effective application of these skills is cognitive readiness –

“The readiness of individuals and teams to apply their skills and to explore their faults and deficiencies and make the effort to overcome them. Cognitive readiness implies the courage and candor to objectively assess performance and improve it as needed. It implies resilience and the capacity to accept uncertainty and paradox. It is enabled by and enables a healthy perspective and the application of knowledge and experience.”[4]

Cognitive readiness, being ready for anything, is the single most important quality needed to address VUCA and the projects we perform in complex environments where change is the only thing we can rely on.

Four factors contribute to being ready for anything:

Technical and interpersonal skills along with business acumen to enable decision-making during the initiating, planning, controlling, monitoring, and closing of projects
A realistic view (systems and process thinking) of the way things are — Interacting systems and processes, the reality of not always getting what you want, and the inevitability of change — to have a solid foundation for planning and managing expectations and conflict
Emotional and Social intelligence, based on mindful self-awareness to enable responsiveness, candid performance assessment, and effective relationships
The courage and insight to confront and overcome barriers like bias, anger, fear, frustration, confusion, and clinging to untenable beliefs and impossible expectations.

Action

To succeed in ongoing innovation and change management relies on cultivating these factors.

To cultivate them, implement the training and ongoing learning management to integrate them into the fabric of the organization. Skills training falls short without the inclusion of the critical factors of systems and process thinking, mindfulness-based social and emotional intelligence, and the importance of the courage to speak truth to power.

If your organization is stuck in the past, unwilling, or unable to recognize the need to manage VUCA creatively, take it upon yourself to develop the skills and concepts you need to succeed.

For more on this topic see these other articles by George Pitagorsky:

Ready for Anything – Mindfully Aware https://www.projecttimes.com/articles/ready-for-anything-mindfully-aware/

VUCA, BANI, and Digital Transformation https://www.projecttimes.com/articles/vuca-bani-and-digital-transformation-managing-radical-change/

‘Delay Thinking’ is a Project Success Factor https://www.projecttimes.com/articles/delay-thinking-is-a-project-success-factor/

Decision Making – A Critical Success Factor https://www.projecttimes.com/articles/decision-making-a-critical-success-factor/

The Most Important Thing – Systems Thinking https://www.projecttimes.com/articles/the-most-important-thing-systems-thinking/

[1] https://www.pmi.org/chapters/luxembourg/stay-current/newsletter/introducing-pmi-4_0#:~:text=PMI%204.0%20is%20a%20growth,businesses%2C%20people%20and%20society%20overall

[2] https://blog.iil.com/the-transforming-dynamics-of-project-managements-future/

[3] https://blog.iil.com/the-transforming-dynamics-of-project-managements-future/

[4] https://www.projecttimes.com/george-pitagorsky/project-management-education-cultivating-cognitive-readiness-and-optimal-performance.html)

Harnessing Polyvagal Theory and Neuroception for Effective Cross-Cultural Project Management in Agile Environments

Written by Dr. Geoffrey Vanderpal and Dr. Randy Brazie on June 12, 2024. Posted in Articles.

In the rapidly changing developments in project management, professionals are continually seeking innovative approaches to enhance team dynamics and improve project outcomes. One such approach is applying insights from Polyvagal Theory and the concept of neuroception, particularly in managing cross-cultural teams within Agile frameworks. This article explores how these neuroscientific concepts can be used to better understand and lead diverse teams, ensuring successful project management outcomes.

Polyvagal Theory in Project Management

Polyvagal Theory, developed by Dr. Stephen Porges, provides a framework for understanding how the nervous system responds to various social and environmental cues. It emphasizes the role of the vagus nerve in regulating physiological states associated with social engagement and stress responses. In a project management context, especially in cross-cultural settings, this theory can help managers foster environments that promote cooperation and reduce conflict.

Applied Scenario: Consider a project team consisting of members from various cultural backgrounds working on a software development project using Agile methodologies. The project manager notices that during sprint planning meetings, some team members seem disengaged or anxious, which could be due to differences in communication styles and social interaction norms. By applying Polyvagal Theory, the manager introduces more frequent but shorter meetings with clear, structured agendas that provide all team members with the opportunity to prepare and participate comfortably, accommodating different communication preferences and reducing physiological stress.

Neuroception and Its Impact on Team Dynamics

Neuroception describes the way individuals subconsciously detect and react to signals of safety or threat in their environment. Understanding neuroception can be particularly beneficial in cross-cultural project teams, where unrecognized cues of threat can undermine team cohesion and productivity.

Applied Scenario: In an Agile project team, a new member from a different cultural background joins the group. The team’s initial interactions are somewhat formal and reserved, which might inadvertently send cues of threat or exclusion to the new member. The project manager, aware of the implications of neuroception, arranges a team-building activity offsite, designed to include elements of each team member’s culture. This not only helps in sending strong cues of safety and inclusion but also improves overall team neuroception, fostering a sense of belonging and security.

Strategies for Applying Polyvagal Theory and Neuroception in Agile Project Management

Enhanced Communication Protocols: Tailor communication strategies to meet the diverse needs of the team. This includes using clear language, avoiding idiomatic expressions that might not be universally understood, and encouraging open feedback in a non-threatening manner.

Objective: Develop communication protocols that reduce misunderstandings and promote inclusiveness.

Actions:

Customize Communication Styles: Adapt communication methods to suit diverse team members, taking into account varying cultural norms about directness, formality, and context.
Clear Language Use: Simplify language to avoid idioms and jargon, ensuring that all communications are easily understandable by non-native speakers.
Structured Socialization Processes: Integrate structured socialization processes into the project lifecycle. For example, start each iteration with a short, informal catch-up that allows team members to share personal updates or cultural insights, thereby enhancing interpersonal bonds and reducing potential threats perceived through neuroception.

Objective: Create regular, structured opportunities for team members to interact in a non-work context, enhancing interpersonal relationships and safety cues.

Actions:

Scheduled Social Sessions: Integrate time for personal sharing or cultural presentations during regular meetings.
Cultural Exchange Activities: Organize activities that allow team members to present aspects of their culture or personal interests, fostering mutual respect and understanding.
Environment Optimization: Optimize the physical or virtual meeting environment to reduce cues of danger and enhance cues of safety. This could involve ensuring that the meeting space is welcoming and inclusive, using visuals and decorations that reflect a blend of team cultures, or utilizing virtual backgrounds and shared digital spaces that are culturally neutral and comfortable.

Objective: Modify the physical or virtual work environment to enhance neuroceptive responses of safety and reduce perceptions of threat.

Actions:

Inclusive Decorations: Use culturally neutral or diverse decorations in physical or virtual spaces to promote inclusivity.
Comfortable Settings: Arrange meeting spaces (physical or virtual) to be inviting and comfortable, with considerations for privacy and personal space respected.
Training and Workshops: Conduct workshops that educate team members about the importance of the nervous system in social interactions and team performance. Include training on recognizing one’s own physiological states and understanding others’ reactions, which can be crucial in managing cross-cultural interactions.

Objective: Equip the team with knowledge about how their nervous systems influence social interactions and decision-making.

Actions:

Workshops on Polyvagal Theory: Provide training sessions on how the vagus nerve affects emotions and stress responses.
Training on Neuroception: Teach team members to recognize how their environment and interpersonal interactions influence their subconscious safety and threat perceptions.
Regular Check-ins: Implement regular check-ins with team members to understand their comfort levels and gather feedback on the social and emotional aspects of team interactions. This can help in identifying hidden issues that may affect team dynamics and project outcomes.

Objective: Establish a routine of checking in with team members to monitor their comfort levels and gather feedback on implemented strategies.

Actions:

Regular Feedback Sessions: Schedule time during meetings for team members to provide feedback on their feelings and any issues they are facing.
Anonymous Surveys: Use anonymous surveys to allow team members to express concerns they might not feel comfortable sharing openly.

Next, Monitor, Adjust, and Iterate

Objective: Continuously evaluate the effectiveness of the implemented strategies and make necessary adjustments.

Actions:

Ongoing Monitoring: Regularly assess the impact of changes on team dynamics and project outcomes.
Iterative Improvements: Be prepared to make iterative improvements based on feedback and new insights into team dynamics and project needs.

Incorporating neuroscientific concepts such as Polyvagal Theory and neuroception into project management practices can significantly enhance the effectiveness of cross-cultural teams, particularly in Agile environments.

Conclusion

Integrating Polyvagal Theory and neuroception into project management practices offers a sophisticated approach to navigating the complexities of cross-cultural teams in Agile environments. By understanding and addressing the underlying neurobiological factors influencing team interactions, project managers can create more cohesive, productive, and successful teams. These strategies not only improve project outcomes but also enhance the overall well-being and engagement of team members, leading to more resilient and adaptable project environments.

Site Management – The Tough Call

Written by Patrick Mwangi on April 3, 2024. Posted in Articles.

A construction site is a zone that builds or ruins you, depending on your level of composure. A lot of drama occurs there, starting with moody site meetings, site accidents, and general community interference. As the consultant is present at such tough moments, smart and counter-responsive measures have to be taken. You know your employer is watching keenly with your future referee. Dare to mess once, and your resume will be composed for quite some time.

So, how do you deal with it? You are in a contractor`s meeting, and the gentleman is fuming to the extent of withdrawing his gun and placing it on the table as part of his agenda to intimidate you. What do you do? You happen to supervise ongoing demolitions, and members of the neighbouring area unleash violence on you and your workforce. What will your response be? You happen to be paid a courtesy call by relevant authorities, and unfortunately, you lack all the documents. How will you handle the situation?

To simplify the context, I chose to only settle on two tactics. Firstly,where your directives are to bring out short-lived outcomes, immediately abandon the mission. The authorities, for instance, are on your site and found to be lacking adequate protective gear. What will be your response? If you go ahead and compromise the situation with bribes just to get rid of them for the day, remember that it will be the first of many because they have termed the act of visiting the site a business opportunity.

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Another scenario that several site managers miss out on is the issue of community mobilization. Some of you act as bullies, claiming you have come in the name of the government. This is common for demolitions and other civil engineering works. Remember,the community you are speaking to is actually the government. Furthermore,being the representative indicates that you are by yourself, and therefore, failing to connect properly with the residents will have serious consequences. The tactics used for mobilisation must remain useful for the rest of the project period. When you inspire intimidation at the inception and think you have won, wait until you begin the construction works and have the full force of animosity from the residents.

Secondly, stick to your lane as per your respective line of work. This makes it easier on whom to bear responsibilities with no altercation whatsoever. Assuming you are the architect on site and the labourers need some advice on the concrete mix, will you go ahead and offer your recommendation? If yes, as who? That is the work of the structural engineer! The Architects and Quantity Surveyors Act, Cap. 525, states clearly the extent of our powers. When you take on someone else`s role, you end up creating huge unnecessary conflicts and thereby affecting progress on the project.

In general practice, it is always best to attain composure in order to be resilient and tenacious in the face of pressure, oppositions, constraints, or adversities and to focus on the implementation of the project at all times. As the guy on site, you must have no room for emotional outbursts, regardless of the scenario.

As for the client, ensure you gauge the consultant from the onset. Someone who lacks composure and a sober mind is unfit to be an advisor. The clients and developers who have been in the game for some time know this and thus prefer older and more experienced consultants.

How to Select the Right Project Management Course for Your Needs?

Written by Shaz Shafiq on April 2, 2024. Posted in Articles.

Many of us do not know how to grow in our chosen careers. After all, career growth seems like a complex puzzle. Making a career switch in today’s job market can be challenging.

If you too are plagued by thoughts of how to make your mark in the world of today, then obtaining a project management certification can help you get out of low paying jobs. A certification course in project management has the potential to increase your earnings significantly.

Research shows that professionals with a project management certification can get a salary increase of up to 23% more than those without one! The U.S. Bureau of Labor Statistics also predict a 7% growth or a demand for project managers from 2021 to 2031.

With this in mind, it’s crucial to understand how to pick the right management course. Read on to learn what to keep in mind when selecting one for your needs.

Selecting the Right Project Management Course

“Completing a project management course aligned with recognized certifications not only enhances your knowledge but also boosts your career prospects.” – Shaz Shafiq, Career Coach

It is not surprising that getting a project management certification can open doors to a lot of opportunities. After all, project management expertise is a highly sought skill after in the current job market.

By enrolling in a project management program, you position yourself as a serious player in the career league.

The Project Management Institute (PMI) provides a variety of project management certifications, such as the Certified Associate in Project Management (CAPM) for beginners. Additionally, there’s the PfMP designation for portfolio managers and various other certifications for other professionals.

Many online platforms also offer courses for project management certification. Apart from PMI, reputed institutes like Transform Learning Academy offer programs, including a certified Project Management course (PRINCE2 certificate) along with hands on work experience and job placement assistance.

So, make sure, you happen to select the program that fits your needs and offers a flexible schedule if you need one.

Evaluate Your Project Requirements

When considering project management courses, it’s essential to start by evaluating your skills and professional background.

For newcomers focusing on fundamentals and basic principles is a must. In some cases, prior field-specific experience may not be necessary. This is true when you are trying to switch careers or when actively trying to find a job in a different sector.

If you are an experienced professional, it’s better to pursue an advanced project management certification. Begin by reviewing the course curriculum, and study material.

Thereon, if possible, connect with the instructor for a discussion about your career goals. It’s better to have a one-on-one chat or conversation with an instructor to know if obtaining a project management certification would help your career prospects.

Setting Your Goals

Before starting a project management course, it’s important to list out both personal and professional goals.

Take a moment to reflect on why you’ve chosen to enroll for a project management certification program. Some of the reasons worth considering a certification course in project management are as follows:

Improve communication and collaboration
Aiming for a salary increase or doubling your income
To improve your performance and productivity
To achieve desired outcomes and meet deadlines

Hence, having a roadmap outlining how you plan to reach your goals is essential. For instance, certain project management courses offer a three-month program. Others may offer a flexible schedule such as requiring a commitment of five hours per week.

Some courses can help you switch your career within 90 days. Whether your goal is growth or career advancement, defining your goal before enrollment is a must.

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Understanding the Course Content

Ensure that the curriculum outlines essential principles, techniques and tools necessary for managing day-to-day projects. At the end of the day, a good project management course will prepare you for handling the projects.

Select a program that covers how to handle stakeholder communication, managing project finances and provides you necessary industry exposure

Evaluate the Instructor

The ideal mentor should be a well-known figure in the field of project management. Additionally, he/she should have a proven history of completing real world projects.

To learn more, take a look at their LinkedIn profile. Find out if they have an online presence to understand their background and teaching approach.

Additional Resources

Ensure that the course provides assistance and study material. You must have access to mentors, online discussion forums or supplementary learning materials.

These resources can be incredibly helpful when you face challenges with a section or need clarity on a concept.

Testimonials, Ratings and Reviews

It’s best to read the reviews and find out as much as possible about the project management course you wish to take. Online user forums can be a great place to start.

Feedback from previous students can help you make a decision. Generally, previously enrolled students provide honest feedback about the course content and instructor.

Cost-Benefit Analysis

Before enrolling conduct a cost benefit analysis. While cost is important to consider, it’s better to conduct a litmus test. You must question yourself against one yardstick alone. It is at the end of the day what skills you will acquire after enrolling in a paid course.

The answer that must resound with you is whether it will help you advance your career or not.

Note: A paid course with a fee that focuses on sought-after skills could be more beneficial than a free one. Think of it as an investment opportunity!

Networking Opportunities

Aside from focusing on the course material it’s essential to find out if you will get a chance to network. Getting to network can greatly help you secure a position as a project manager.

Global Project Management Consultant Salaries

Now that we have established that getting a PMP certification can be useful for your career growth, let’s take a quick look at the salaries.

Not only can you double your earnings after securing a PMP certificate but also use that certification to access even better opportunities.

However, the income you receive as a project management consultant is influenced by factors like your location, level of experience, and above all, your industry.

Here’s a brief overview of salaries in different regions around the world (sourced from Glassdoor);

United States of America:102,615 USD per year

United Kingdom: 65,354 USD (or £51,098.01) per year

Australia: 83,042 per year

Canada: 60,959 per year

Conclusion

Today the demand for project managers is at an all-time high. Just keep in mind, that you need to stay up to date. Remember there is no perfect project management certification course out there.

Only the one that fits your goals and schedule is the one that is the right project management course. It’s time to get certified to thrive as a project manager!