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Project management job categories and common roles 

Introductory-level project management roles
Entry-level project management positions are a great opportunity to get your foot in the
door and learn the ins and outs of how a company operates and manages projects. The
lessons you learn from these experiences are extremely valuable to your growth in project
management. Some entry-level project management positions include:

 Junior Project Manager: Performs all aspects of being a project manager

alongside a more experienced professional.
 Project Administrator: Assists the rest of the project team with administrative
tasks. 
 Project/Program Assistant: Supports team members working on a project and
offers administrative support. May perform research or create training documents
along with other jobs as assigned by program leaders.
 Project/Program Coordinator: Participates in hands-on project work and
administrative tasks. Works under a project manager to make sure projects are
completed on time and within budget.
 Project Support Specialist: Works alongside a project manager and team
members to oversee assigned projects. May also be responsible for training and
developing employees to perform designated tasks.

Traditional project management roles

Once you have gained some experience in introductory-level positions, you can explore
traditional project management roles, such as:

 Project Manager: Responsible for the initiating, planning, executing, monitoring,

and closing of a project. Includes industry-specific titles like IT project manager,
construction project manager, or engineering project manager, which utilize skills
that are transferable among industries.
 Project Analyst: Moves a project along by sharing information, providing support
through data analysis, and contributing to strategy and performance. 
 Project Leader/Director: Drives core decision-making and sets the direction for
the project. Usually knowledgeable about the product or deliverable. 
 Project Controller: Primarily responsible for project planning. You are likely to see
this job title in industries like engineering and construction.
 Technical Project Manager: Conducts project planning and management for
identified goals within a company. Ensures that projects are completed to the
requirements within a defined time frame and budget.
 Project Management Office (PMO) Analyst: Manages the progress of complex
projects to ensure timely execution and completion. 
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Program and portfolio management roles

As you have learned, project managers are responsible for the day-to-day management of
projects. They shepherd projects from start to finish and serve as a guide for their team.
Project managers must apply the right tools, techniques, and processes to complete the
project successfully, on time, and within budget. 

After you have carried out projects successfully and feel you are ready for a step up in
responsibility, a program manager position may be the next step for you. While a project is
one single-focused endeavour, a program is a collection of projects. Program managers
are responsible for managing many projects. At Google, all project managers are called
program managers because they manage multiple projects simultaneously. 

Successfully implementing programs as a program manager can eventually make you a

great fit for more senior positions, such as a senior program manager or a portfolio
manager. A portfolio is a collection of projects and programs across an entire
organization. Portfolio managers are responsible for portfolios of projects or programs for
one client. Over the course of your career, you might progress from project manager to
program manager to portfolio manager roles.

While project, program, and portfolio managers hold different types and levels of
responsibility, they are all project managers. In Course 4 of this certificate program, you
will learn more about differentiating projects, programs, and portfolios.

 Program managers: Manage a group of projects that are related or similar to one
another and handle the coordination of these projects. They facilitate effective
communication between individual project managers and provide support where
necessary. They also help create and manage long-term goals for their
organization.
 Portfolio managers: Responsible for managing a group of related programs within
the same organization. They coordinate various programs in order to ensure they
are on track and that the organization is meeting its strategic initiatives. Portfolio
managers look at all projects and programs within the organization and prioritize
work as necessary. 

Operational management roles 

In operational management roles, you will get the opportunity to experience several
different departments and how they interact and operate. Operational management roles
allow you to work alongside peers and management from various business segments,
giving you an appreciation for what each segment does on a daily basis. Key elements of
project management include making sure a project is on budget and on schedule. This
course, and your experience as a project manager, will give you the tools to be able to
apply those skills to running a business. Some operational management positions include:
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 Operations Analyst: Manages and coordinates research, investigates workflows,

creates business procedures, and recommends changes to improve the project
and company. 
 Operations Manager: Oversees strategic decision-making and rolls out plans of
action based on financial, schedule, and resource reporting. 
 Chief Operating Officer: Responsible for overseeing the day-to-day
administrative and operational functions of a business.

Agile roles
We will discuss the Agile project management approach in depth later, but here are a
couple of the positions you may see that are related to that approach:

 Scrum Master: Coordinates and guides the Scrum team. Knowledgeable in Agile
framework and Scrum and is able to teach others about the Scrum values and
principles. May also be listed as a Technical Program Manager or Technical Project
Manager.
 Product Owner: Drives the direction of product development and progress. 

Industry-specific management roles

As you search for project management roles, you may see positions with titles like
“engineering project manager” or “construction project manager.” Keep in mind that the
skills you learn in one industry can be applied to another industry. For example, you may
have experience as a software engineer but are interested in pursuing a career in project
management. You will be able to apply what you’ve learned working in a technical field, as
well as with the skills you have picked up in this certification course, to a project manager
position in multiple industries. Having experience working on a team to achieve a task and
understanding how to execute an effort on schedule and on budget are aspects of your
professional experience—combined with your project management knowledge—that
make it possible for you to move between industries.
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Key takeaway
Project management is a career path with a great deal of potential!

With each step along your career path, you are building yourself up to be a significant
contributor to any company.  We have discussed a number of possible job titles for you to
search for when you start exploring project management roles. Regardless of the industry
in which you currently work, you have gained transferable skills. Transferable skills are
abilities that can be used in many different jobs and career paths. Your transferable skills
can likely be utilized in project management roles in many other industries. 

Skills can become some of the terms that you use in your job search. Examples of these
skills include: 

 Coordination, or getting people and teams to work together. You may see
responsibilities in job descriptions such as “coordination of efforts to achieve
project deliverable” or “coordinate internal resources to ensure successful project
completion.” Being a project manager is essentially managing the coordination of
resources to achieve your end goal. Coordination is one of the top skills a project
manager should have, so searching for this term can lead you to appropriate
positions. 
 Organization, or the ability to stay focused on different tasks. You may come
across phrases like “solid organizational skills, including attention to detail and
multitasking skills” or something as simple as “highly organized.” Organization is
key to being a great project manager. We will discuss many ways to sharpen this
skill in the upcoming lessons.
 Leadership, or being able to lead a group of people. You may see phrases like
“strong leadership qualities” or “ability to lead” in job descriptions. A project
manager needs to display leadership in a number of ways, including effective
planning, efficient task coordination, inspiring team members, and key decision-
making. You are working on many of the skills needed to become a great leader in
this program!
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What does it take for a project manager to ensure a project stays on-track and on-budget? Select
all that apply: Careful planning, Collaboration

Which of the following explains how a project manager best accomplishes their responsibilities?
Select all that apply.: Helps the team get what they need to keep the project going, Communicates
key project milestones to stay on task, Knows what the project team needs to accomplish and
when

Project: has a clear outcome and a clearly-defined start and end date

It's likely that you have used project management skills in the past, and these skills are
TRANSFERABLE in professional project management.

What required skills are typically listed in project management job postings? Select all that apply.:
Communication skills, Organizational management and Budget preparation and monitoring.

1. Project managers add value to the project by identifying the right team for the project and
enabling the team to be successful and make decisions. We need to hire project managers to
get the job done by knowing the concepts and values for executing better and desired
outcomes.
2. Based upon the business scenarios, project managers should have these types of
responsibilities like prioritization, delegation and effective communication. Better project
submission can be done by building a great project team, fostering relationships and
communication, managing the project, and breaking down barriers
3. Project managers has the efficient and effective skills required for submitting projects on
time by knowing the concepts and business needs. Project managers can set the tone for a
project and build relationships within their teams and with stakeholders. All we need to
satisfy customer needs and meets their standards. Project managers do have skills and
knowledge to execute best for better results and outcomes.
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Responsibilities that utilize interpersonal skills

What are the core job responsibilities of project managers? Let’s recap what we learned in the
previous video.

The project manager is responsible for planning, organizing, managing tasks, budgeting, controlling
costs, and other factors to help keep the project within budget and on time. 

What does that mean? Basically, as the project manager, you will be responsible for tracking the day-
to-day details of the project, but you will also have an opportunity to step back and see the bigger
picture of the overall project.

Depending on the project and organization, you may also have responsibilities that utilize your
interpersonal skills. Interpersonal skills are the behaviors you use to interact with others, such as
communication, active listening, and leadership.

Teaching and mentoring

As a project manager, you can serve as a mentor to your team. When you take the time to
fully explain the expectations, you eliminate rework, confusion, and frustration. Mentoring
and teaching others the lessons that you, as a project manager, have learned allows your
team to make better choices and build on your experience. Mentoring also involves
supporting each individual on your team in meeting expectations and helping them to
exceed their own sense of personal potential.
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Building relationships 
Relationships are everything! Getting to know your team members lets them know that
you care about them as people, not just as employees. Taking the time to build
relationships with your customers, clients, vendors, and other stakeholders is equally
important. Dedicate time to check in with people. Pay attention to the insights they offer
you about their work style since their actions can inform how to most effectively interact
with them. Ask about their lives beyond the project, and then follow up on those
discussions later on to show your interest. When you foster these relationships, you are all
more invested in the success of your project.

Controlling change
The American novelist Louis L’Amour wrote, “The only thing that never changes is that
everything changes.” This applies to projects as well. Projects change as you continue to
understand the expectations and the needs of your stakeholders. As a project manager,
you need to remain flexible and adjust to the stakeholders’ needs. However, it is also
important to protect your team from constant change and rework. A good way to do this is
by documenting the initial expectations of the project and clearly identifying the changes
being requested. It is also helpful to understand the budget and schedule impact of the
changes and make sure that the stakeholders understand those impacts. As the project
manager, you are responsible for protecting your team. 

Empowering your team

We all enjoy being heard and appreciated in our careers. Giving your team the ability to
work directly with the stakeholders and their teams lets them know that you trust and
believe in their skills! One of the best things about empowering your team is getting fresh
ideas and passionate employees willing to help find solutions to problems. Another way
you can empower your team is by delegating responsibilities to them, allowing them to
make some decisions for the project, and using their input in the planning and execution
of the project. Effective mentoring often leads to more empowered teams.

Communicating status and concerns

As a project manager, communication is everything. With effective communication, you
can work together with your team to find solutions to challenges. The project manager
sets the tone for the project. Maintaining an open-door policy and building trust within
your team and among stakeholders—all while staying positive—will help the success of
the project.
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Key competencies: Flexibility and handling ambiguity

In the previous video, we discussed the four key competencies of a project manager: enabling decision-
making, communicating and escalating, strong organizational skills, and flexibility. With time and
practice, you will master these skills to help you become successful in a project management role. In
this reading, we’ll dig deeper into why flexibility is essential for effective project management and how
you can help your team deal with ambiguity. 

First, let’s review the other project management competencies you’ve learned about so far.

Enabling decision-making
You can help team members feel empowered from the start of your project by making the decision-
making process collaborative. For example, state the goals of specific deliverables and elicit input from
your team on how to achieve those goals. You may have an idea of how you would like certain tasks to
be accomplished, but your team members may have more creative or efficient approaches.
Empowering your team to express their opinions and make their own decisions allows you to focus on
the overarching management tasks and prioritize them in order of importance. Additionally, when you
allow team members to have a voice in decisions, it helps foster an environment of responsibility,
accountability, and team closeness. 

Communicating and escalating

Project management requires clearly communicating project goals and expectations,
team member roles and responsibilities, and constructive feedback. Knowing how to
effectively communicate and when to escalate issues to management is key to keeping
you, your team, and your organization on the path to success. When escalation is
required, try to approach management with both the problem and the potential solution
or suggestions. This will show that you’re taking initiative as a project manager. 

Strong organizational skills

If you demonstrate that it is important for you, as a leader, to stay organized through
efficient tracking and communications, your team will follow suit. One way to do this is by
utilizing the abundance of organizational tools available, such as:

 Planning and scheduling software (templates, workflows, calendars)

 Collaboration tools (email, collaboration software, dashboards)
 Documentation (files, plans, spreadsheets)
 Quality assurance tools (evaluations, productivity trackers, reports)
You may need to experiment with different organizational approaches to determine what
works best for you and your team.
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Flexibility
All project managers need the ability to adapt and overcome changes and challenges.
Let’s further explore why flexibility is such a critical project management skill and discuss
how it can help prepare your team for change, mitigate risks, and handle ambiguity. 

Flexible planning
Change is inevitable, and the more flexible you are as a project manager, the more
successful you will be throughout your career. These flexible planning strategies can help
you manage your project during times of unpredictability: 

 Assess external constraints. When planning your project, take external events into
account, such as national holidays and team member vacations and sick leave.
Leaving extra time in the schedule for these inevitable events up front can help
minimize the impact to your project.
 Plan for risks and challenges. If you consider the risks that may occur, you may be
able to find solutions for them in advance. For example, what if someone on your
team gets sick or decides to quit? Are you able to replace them within the
company? If not, can you hire an independent contractor? Come up with a list of
people who may be able to join your team if one of your team members becomes
unavailable. You can also assess risks by looking at historical data. Review your
past projects and examine the challenges you faced. Then evaluate if similar
challenges could occur in this project and prepare accordingly. We will discuss risk
management at length later in this program.
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 Calculate “float” in your schedule. Float, or slack, refers to the amount of time
you can wait to begin a task before it impacts the project schedule and threatens
the project outcome. Identifying float in your schedule can help with resource
management, scheduling, and keeping your project on track. You will learn more
about calculating float in a later course, when we discuss creating a critical path for
your project tasks.

Handling ambiguity
Ambiguity can be a big challenge in managing projects. Project managers often face
ambiguity in goals, requirements, schedules, vision, or other areas related to the project.
Your team will look to you to lead during times of ambiguity and change, and flexibility is
especially important during these instances. Here are some different ways to help your
team deal with ambiguity: 

 Keep calm. In uncertain times, handling ambiguity with grace and poise will help
inspire the members of your team to do the same. 
 Express empathy. As a project manager, it is important to try to understand what
your team is thinking and feeling, especially during times of ambiguity. Let your
team members know that you care about the challenges they are facing and are
there to support them.
 Communicate what you know clearly. Define the aspects of the project that are
confirmed and will not change. This helps your team get a better sense of what to
expect, regardless of any aspects of the project that are still unknown or changing.
 Make decisions and stick to them. Try not to second-guess your decisions in front
of your team since this can lead to greater uncertainty. If you need to change
course, clearly explain why you have chosen to do so to your team. 
 Trust the expertise of your team. Increase clarity by having everyone on your team
discuss what they already know or believe to be true about components of your
project, such as what is involved in specific tasks or resources needed, based on
their areas of expertise. Then, discuss what you still don’t know and brainstorm
ways to gather more information.

Key takeaway
As a project manager, having the flexibility and ability to handle ambiguity in a rapidly-
changing business setting gives you an advantage. Mastering these competencies, along
with enabling decision-making, effective communication skills, and strong organizational
skills, will allow you to innovate and grow as a project manager and leader.
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WEEK-1 CHALLENGE

1.
Question 1

Fill in the blank: In addition to a job title, many companies list project management as a desired _____.

Skill

2.
Question 2

What did researchers project in 2020 for job growth in the project management field?

Project management-aligned roles will need nearly 90 million people to fill positions by the year
2027.

3.
Question 3

Fill in the blank: Working for companies _____ means you’ll work on a project-by-project basis, but not
as a full-time employee.

on a contract

4.
Question 4

Throughout a project, project managers have to keep project expenses within an expected range. What
is this project management responsibility called?

Budgeting and controlling costs

5.
Question 5

Fill in the blank: _____ is the application of knowledge, skills, tools, and techniques to meet the project
requirements and achieve the desired outcome.

Project management
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6.
Question 6

What does it take for a project manager to ensure a project stays on-track and on-budget? Select all
that apply.

Careful planning , Collaboration

7.
Question 7

Which of the following explains how a project manager best accomplishes their responsibilities? Select
all that apply.

Communicates key project milestones to stay on task

Helps the team get what they need to keep the project going

Knows what the project team needs to accomplish and when

8.
Question 8

Fill in the blank: A ______ has a clear outcome and a clearly-defined start and end date.

Project

9.
Question 9

Fill in the blank: It's likely that you have used project management skills in the past, and these skills are
_____ in professional project management.

Transferable

10.
Question 10

What required skills are typically listed in project management job postings? Select all that apply.

Communication skills, Organizational management, Budget preparation and monitoring.

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1.
Question 1 WEEK-2 CHALLENGE

Suppose that as a project manager, you assign tasks to the team members who can best complete
them. What project management value does this represent?

Delegation

2.
Question 2

When budgeting a project, what is the responsibility of a project manager?

Controlling costs to ensure more money isn’t spent than what key stakeholders approved

3.
Question 3

As a project manager, you choose the best project management methodology for your team and
ensure they adhere to it throughout the project. What project management responsibility does this
represent?

Help teammates adopt the right workflows and project management styles.

4.
Question 4

How can a project manager better communicate and clarify goals for a cross-functional team?

Define key items and encourage team members to ask questions.

5.
Question 5

You’re a project manager on a team that is improving a product. How can you make sure the project
stays on schedule?

Track daily product improvement tasks of team members in a spreadsheet.

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Question 6

As a project manager, you learn that a teammate will be out sick for at least a week. They will be unable
to complete their tasks, potentially causing the project to go past its deadline. Which work reallocation
strategy can keep the project on schedule?

Review the out-sick teammate’s tasks to determine which tasks have “float” and figure out where
the order of tasks can be changed or resources can be juggled.

7.
Question 7

Suppose you have two teammates who disagree on the best way to complete a task. Which
interpersonal skill can you use to help them resolve their disagreement?
Conflict mediation

8.
Question 8

As a project manager impacting an organization, you want to break down barriers to help your team
succeed. Which of the following would a project manager do to break down barriers?

Provide support for the team as they try new approaches to find solutions.

9.
Question 9

Which of the following are examples of external customers? Select all that apply.
Contractors, Suppliers.

10.
Question 10

As a project manager, how can you protect the team from changes to the project? Select all that apply.

Clearly identify any project changes. Document initial expectations of the project.

Let the stakeholders know how changes impact the budget and schedule.

11.
Question 11

Which of the following is necessary to be an effective project manager?

You must trust team members on the technical aspects of a project.

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Case study: The significance of each project phase

The consequences of rushing through a project phase
It’s Friday night when Jason, a project manager at a company that specializes in virtual reality
software, receives an urgent call from his manager, Mateo. Mateo tells Jason that he needs a cost and
timeline for a virtual reality training program for Flight Simulators, Inc., a company that does aircraft
maintenance, by the end of the weekend.

Jason spends the weekend working through a proposal for Flight Simulators, Inc. He quickly throws
together a proposal estimating that it will cost $200,000 and take six weeks to develop the course. This
is the standard cost and time frame for developing training on his company’s platform. He sends the
proposal over to Flight Simulators, Inc. so that he can meet their deadline. 

When Jason walks into the office on Monday morning, Mateo tells him that he got reprimanded for not
following the company’s process for building out a proposal and including the engineers in the
process. The engineers take a look at the information presented by Flight Simulators, Inc. and realize
that the company’s software won’t work with their platform. It will take six months to develop their
platform to meet the needs of the organization’s software and another six months to test the software
and platform integration. The cost to develop and test this software will be over a million dollars.  

This project has failed before it even started. There’s no way to complete the request from Flight
Simulators, Inc. without impacting the budget, quality, and timeline. 

What should have happened

When his manager calls, Jason tells him that while he understands that Mateo wants to make the
customer happy by getting them a proposal promptly, he would like to take a little more time to get the
proposal right. Jason tells Mateo that he will draft up an email to Flight Simulators, Inc. and request
additional time to develop an accurate and reasonable proposal. Mateo is hesitant but agrees. 

On Monday morning, Jason sees that Flight Simulators, Inc. has responded to his request. They
appreciate the fact that he communicated his concerns about the quick turnaround on the proposal
request. They say they will give him a week to work with his team to provide an estimate for the
project.  

Now Jason has the time to get all of the key players involved in estimating the effort it will take to
complete the project, including the cost, schedule, and resources. 

Let’s apply the project life cycle to this project. 

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Initiating the project

This is the phase Jason rushed through in the first scenario. Ideally, in this phase, Jason
discusses project goals with Flight Simulators, Inc. to gain a clear understanding of what
they are asking for. Once Jason has defined the project goals, he can gather the
stakeholders and project team members to define what needs to be done to successfully
create this training for Flight Simulators, Inc. Jason identifies the skill sets required, the
timeline, and the cost to develop the training. He identifies and documents the value that
this project creates for the company. He presents all of the information he has put
together to his company’s leadership team, who approves Jason’s proposal. Jason then
submits the proposal to Flight Simulators, Inc., and they accept it. 

Making a plan
Now that Jason has the green light to work on the project, he makes a project plan to get
from start to finish. Having a plan in place ensures that all team members and
stakeholders are prepared to complete their tasks. Jason outlines the important
deadlines and tasks for the project to be successful. He creates a schedule to account for
all resources, materials, and tasks needed to complete the project. 

Executing and completing tasks

During this project phase, Jason’s project team puts his plan in motion by executing the
work. Jason monitors his team as they complete project tasks. His role as the project
manager is not to complete the individual tasks but to help break down any barriers that
would slow or stop the team from completing their tasks. It is also Jason’s responsibility
to communicate schedule and quality expectations. Jason uses his communication skills
to keep Flight Simulators, Inc. up to date on the project status and gather feedback from
them. This keeps the project on schedule and within budget.

Closing the project

Jason’s team has successfully completed the training, and he delivers it to Flight
Simulators, Inc. They are very pleased with how it turned out! Jason is now ready to close
this project and move on to the next one. Before he closes this chapter, Jason and his
team discuss and document the lessons learned from the project. What worked well, and
what could work better next time? Jason also puts together a small lunch gathering for his
team to celebrate and recognize their hard work. 
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1. What does a project manager do in the project initiation phase of the project life cycle? Select
all that apply.

Determine resources, people, and project details

During initiation, project managers organize all of the information they have available to them
about a project. This includes defining project goals; determining resources, people, and project
details; and getting project approval.

Define project goals

During the project initiation phase, project managers define project goals to clarify the details of a
project. They also need to determine resources, people, and project details and get project
approval from decision makers at the company.

Get project approval

Project managers need to get project approval by sharing a project proposal with decision makers
at the company. They also need to define project goals and determine resources, people, and
project details. This all happens in the project initiation phase.

2. Which of the following activities are part of the “execute and complete tasks” project
phase? Select all that apply.

Communicate with the project team

Project managers should err on the side of overcommunication when sharing information with the
team through meetings, emails, memos, and more. In this phase, project managers also manage
project progress and make adjustments to the project as necessary.

Make adjustments to the project

Project managers make adjustments to the project as necessary. This can include updating the
schedule, budget, and allocation of resources. In this phase, project managers also manage
progress and communicate with the team and stakeholders.

Manage project progress

To manage project progress, project managers oversee the team's efforts and make sure everyone
understands what's expected of them and how and when to complete key tasks. In this phase,
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project managers also make needed adjustments and communicate with the team and
stakeholders.

Summary of the project phases

The project life cycle is the path for your project from start to finish. Each project phase builds toward
the subsequent phase and helps to create a structure for the project. To recap, the main phases of the
project life cycle are: initiating the project, making a plan, executing and completing tasks, and closing
the project.

In this reading, we will summarize each phase of the project life cycle.

The project life cycle

Initiate the project
In this phase, ask questions to help set the foundation for the project, such as:

 Who are the stakeholders?

 What are the client’s or customer’s goals?
 What is the purpose and mission of the project?
 What are the measurable objectives for the team?
 What is the project trying to improve? 
 When does this project need to be completed? 
 What skills and resources will the project require? 
 What will the project cost? What are the benefits?

Make a plan
In this phase, make a plan to get your project from start to finish. 

 Create a detailed project plan. What are the major milestones? What tasks or
deliverables make up each milestone?  
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 Build out the schedule so you can properly manage the resources, budget,
materials, and timeline. Here, you will create an itemized budget.

Execute the project

In this phase, put all of your hard work from the first two phases into action.

 Monitor your project team as they complete project tasks. 

 Break down any barriers that would slow or stop the team from completing tasks. 
 Help keep the team aware of schedule and deliverable expectations.
 Address weaknesses in your process or examine places where your team may need
additional training to meet the project’s goals.
 Adapt to changes in the project as they arise.

Close the project

In this phase, close out the project.

 Identify that your team has completed all of the requested outcomes. 
 Release your team so they can support other projects within the company.
 Take time with your team to celebrate your successes!
 Pass off all remaining deliverables and get stakeholder approval.
 Document the lessons you and your team learned during the project.
 Reflect on ways to improve in the future.

Comparing Waterfall and Agile approaches

Now that you know more about some of the different approaches and frameworks associated with
project management, let's compare specific aspects of Waterfall (also commonly called traditional)
and Agile approaches.
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Understanding the fundamentals of—and differences between—these common project

management approaches can help you demonstrate your project management
knowledge during an interview. It can also help you evaluate a project to determine the
right approach when working on the job.

Waterfall and Agile are implemented in many different ways on many different projects,
and some projects may use aspects of each. The chart below briefly describes and
compares Waterfall and Agile approaches. You can use it as a quick reference tool, but be
aware that in practice, the differences between these two approaches may not always be
clearly defined.

Waterfall and Agile Comparison

Waterfall Agile
Agile project manager (or Scrum
Project manager serves as an active Master) acts primarily as a facilitator,
Project
leader by prioritizing and assigning removing any barriers the team faces.
manager's role
tasks to team members. Team shares more responsibility in
managing their own work.  
Project deliverables and plans are well- Planning happens in shorter iterations
established and documented in the and focuses on delivering value
Scope early stages of initiating and planning. quickly. Subsequent iterations are
Changes go through a formal change adjusted in response to feedback or
request process. unforeseen issues.
Time is organized into phases called
Follows a mostly linear path through the
Sprints. Each Sprint has a defined
Schedule initiating, planning, executing, and
duration, with a set list of deliverables
closing phases of the project.  
planned at the start of the Sprint.
Costs are kept under control by careful
estimation up front and close Costs and schedule could change with
Cost
monitoring throughout the life cycle of each iteration.
the project.
Team solicits ongoing stakeholder
Project manager makes plans and
input and user feedback by testing
Quality clearly defines criteria to measure
products in the field and regularly
quality at the beginning of the project.
implementing improvements.
Project manager continually
communicates progress toward
Team is customer-focused, with
milestones and other key indicators to
Communication consistent communication between
stakeholders, ensuring that the project
users and the project team.
is on track to meet the customer’s
expectations.
Team frequently provides deliverables
Project manager continually manages to stakeholders throughout the
Stakeholders and monitors stakeholder engagement project. Progress toward milestones is
to ensure the project is on track. dependent upon stakeholder
feedback.
 21

Lean and Six Sigma methodologies

Previously you learned about Agile and Waterfall project management approaches. Now, we will define
some key concepts from Lean and Six Sigma methodologies. We will learn how these methodologies
can be used to organize and manage your projects, and we will discuss which is the most effective for
different kinds of projects.   

Lean
Lean methodology is often referred to as Lean Manufacturing because it originated in the
manufacturing world. The main principle in Lean methodology is the removal of waste within an
operation. By optimizing process steps and eliminating waste, only value is added at each phase of
production.  

Today, the Lean Manufacturing methodology recognizes eight types of waste within an operation:
defects, excess processing, overproduction, waiting, inventory, transportation, motion, and non-
utilized talent. In the manufacturing industry, these types of waste are often attributed to issues such
as: 

 Lack of proper documentation

 Lack of process standards
 Not understanding the customers’ needs
 Lack of effective communication
 Lack of process control
 Inefficient process design
 Failures of management
These same issues create waste in project management. 

Implement Lean project management when you want to use limited resources, reduce
waste, and streamline processes to gain maximum benefits. 

You can achieve this by using the pillars of the Lean 5S quality tool. The term 5S refers to
the five pillars that are required for good housekeeping: sort, set in order, shine,
standardize, and sustain. Implementing the 5S method means cleaning up and organizing
the workplace to achieve the smallest amount of wasted time and material. The 5S
method includes these five steps: 

1. Sort: Remove all items not needed for current production operations and leave
only the bare essentials. 
2. Set in order: Arrange needed items so that they are easy to use. Label items so
that anyone can find them or put them away. 
3. Shine: Keep everything in the correct place. Clean your workspace every day.
4. Standardize: Perform the process in the same way every time. 
5. Sustain: Make a habit of maintaining correct procedures and instill this discipline
in your team.
Within the Lean methodology, 5S helps you boost performance.
 22

The final concept of Lean uses a Kanban scheduling system to manage production. The
Kanban scheduling system, or Kanban board, is a visualization tool that enables you to
optimize the flow of your team’s work. It gives the team a visual display to identify what
needs to be done and when. The Kanban board uses cards that are moved from left to
right to show progress and help your team coordinate the work. 

Kanban boards and 5S are core methods of the Lean methodology. They can help you
successfully manage your project. Now let’s analyze the Six Sigma method and learn when
is the best time to use it. 

Six Sigma
Six Sigma is a methodology used to reduce variations by ensuring that quality processes
are followed every time. The term “Six Sigma” originates from statistics and generally
means that items or processes should have 99.9996% quality.

The seven key principles of Six Sigma are:

1. Always focus on the customer.

2. Identify and understand how the work gets done. Understand how work really
happens.
3. Make your processes flow smoothly.
4. Reduce waste and concentrate on value.
5. Stop defects by removing variation.
6. Involve and collaborate with your team.
7. Approach improvement activity in a systematic way.
8. Use this methodology to find aspects of the product or process that are
measurable like time, cost, or quantity. Then inspect that measurable item and
reject any products that do not meet the Six Sigma standard. Any process that
created unacceptable products has to be improved upon.  
 23

9. Now that you understand both Lean and Six Sigma, let's see how they come
together to improve the performance of your project!

Lean Six Sigma 

After both Lean and Six Sigma were put into practice, it was discovered that the
two methodologies could be combined to increase benefits. The tools used in
Lean, such as Kanban boards and 5S, build quality in processes from the
beginning. Products developed using Lean methods are then inspected or tested
using Six Sigma standards. The products that do not meet these standards are
rejected. 

The largest difference between these methodologies is that Lean streamlines

processes while Six Sigma reduces variation in products by building in quality from
the beginning and inspecting products to ensure quality standards are met. You
may find that one of these two methods—or using them both together—can
improve the efficiency of your projects. 

Common project management approaches and how to select one

You have been learning a lot about different project management approaches and when to use them.
In this reading, we will briefly recap some of the most common ones and recommend a  couple of
articles with supporting information. You’ll continue to learn more about these approaches throughout
this certificate program. 

Popular project management approaches

Below is a brief recap of some of the project management approaches you’ve been introduced to so
far:

Waterfall is a traditional methodology in which tasks and phases are completed in a linear, sequential
manner, and each stage of the project must be completed before the next begins. The project manager
is responsible for prioritizing and assigning tasks to team members. In Waterfall, the criteria used to
measure quality is clearly defined at the beginning of the project.

Agile involves short phases of collaborative, iterative work with frequent testing and regularly-
implemented improvements. Some phases and tasks happen at the same time as others. In Agile
projects, teams share responsibility for managing their own work. Scrum and Kanban are examples of
Agile frameworks, which are specific development approaches based on the Agile philosophy.

Scrum is an Agile framework that focuses on developing, delivering, and sustaining complex projects
and products through collaboration, accountability, and an iterative process. Work is completed by
small, cross-functional teams led by a Scrum Master and is divided into short Sprints with a set list of
deliverables.

Kanban is both an Agile approach and a tool that provides visual feedback about the status of the work
in progress through the use of Kanban boards or charts. With Kanban, project managers use sticky
 24

notes or note cards on a physical or digital Kanban board to represent the team’s tasks with categories
like “To do,” “In progress,” and “Done.”

Lean uses the 5S quality tool to eliminate eight areas of waste, save money, improve quality, and
streamline processes. Lean’s principles state that you can do more with less by addressing
dysfunctions that create waste. Lean implements a Kanban scheduling system to manage production.

Six Sigma involves reducing variations by ensuring that quality processes are followed every time. The
Six Sigma method follows a process-improvement approach called DMAIC, which stands for define,
measure, analyze, improve, and control.

Lean Six Sigma is a combination of Lean and Six Sigma approaches. It is often used in projects that
aim to save money, improve quality, and move through processes quickly. Lean Six Sigma is also ideal
for solving complex or high-risk problems. The 5S quality tool, the DMAIC process, and the use of
Kanban boards are all components of this approach.

Despite their differences, all of these project management methodologies require communication and
collaboration among various teams and aim to deliver projects on time and within budget. 
 25

WEEK-3 CHALLENGE

1.
Question 1

Which term refers to the process of initiating a project, making a plan, executing and completing tasks,
and closing a project?

Project life cycle

2.
Question 2

Why is it important to initiate a project (phase one) before making a plan (phase two)?

Because understanding scope, cost, and timeline is crucial to creating a budget, setting a
schedule, and determining roles and responsibilities

3.
Question 3

What is the term for a set of guiding principles and processes for owning a project through its life cycle?

Project management methodology

4.
Question 4

Which answer best describes the Waterfall project management methodology?

Created in the seventies, the Waterfall methodology refers to the sequential ordering of phases,
including initiating, planning, executing, and closing.

5.
Question 5

What is the main advantage of the Agile approach over the Waterfall methodology?

Agile takes a flexible approach, letting teams make adjustments as they go.
 26

6.
Question 6

As a project manager, your team is improving one of your client’s current sales conversion processes.
This is a complex project with many steps. It’s also high-risk. One missed step could cost your client
significant potential revenue. Which project management methodology is best for this project?

Lean Six Sigma methodology

7.
Question 7

Which of the following are project manager responsibilities during the initiation phase? Select all that
apply.

Get project approval, Define project goals, Determine resources needed

8.
Question 8

When closing a project, in what meeting does the team reflect on what went well and didn’t go well in
the project?

9.
Question 9

In which project plan phase does the project manager celebrate successes and release the team to
support other projects within the company?

Close the project

10.
Question 10

Which project management approach is an Agile framework that delivers products through an iterative
process?

Scrum
 27

A project manager's role within different organizational

structures
In the last video, you learned about the way a company is arranged, which is called organizational
structure. You also learned that two of the most common organizational structures are Classic and
Matrix. 

Understanding the differences in Classic and Matrix organizational structures can help you ask
questions during a job interview to fully understand the role and responsibilities you are considering.
This will also help you understand which skills will be most important for you to have if you get the
position. 

Once you are hired into a role, knowing a company’s organizational structure can help you identify key
points of communication and key stakeholders. It can also help you navigate within the organization
when you need support or need to determine who has authority in a certain situation. Let’s examine
the characteristics of each of these organizational structures in greater depth so you can identify the
type of structure an organization has and how to navigate it as a project manager. 

Classic organizational structures

The Classic organizational structure is a top-down hierarchy system, where a Chief
Executive Officer (CEO) has direct authority over several department managers. The
department manager has direct authority over several other sections of employees. This
system requires communication both up and down the ladder. In a Classic structure,
authority comes from the top and filters to the bottom. Frequent reporting of project
status updates may be required to pass up through management levels to keep higher
leaders informed. 

Classic organizations are also referred to as functional organizations because the

organization is divided into departments based on function. Each department is led by a
functional manager, and employees are grouped according to the functions of their role.
For example, the main function of Friendly Skies Airlines, an airline company, is to fly
airplanes. There are typically departments logically arranged to fulfill other important
company functions, such as Marketing, Human Resources, and Strategy. Employees
usually have a specialty within the organization and may not work within other areas
during normal everyday operations. 

Managing a project in a Classic organization

Friendly Skies Airlines has a Classic organizational structure, as indicated by its reporting
or “org” chart.
 28

Imagine that the Friendly Skies Airlines Board of Directors approves an initiative to retrofit
existing airplanes to carry more passengers. The CEO sponsors a project team to redesign
the airplanes. The project will be led by a project manager from the Engineering and
Innovation department and will require representatives from Finance, Marketing,
Strategy, and Operations, along with several other team members from the Design
department, to successfully complete the project. 

The project team will typically remain in their reporting lines but act as their own
assembled team. They do not fall under any of the existing functional departments. In the
Classic organizational structure, the project builds from already existing departments to
form teams.

If you are a project manager in this type of structure, you may need to consult with
functional managers to understand your resources and the capacity of each teammate, as
well as to familiarize yourself with each function’s internal processes and approval
structure. Your authority may be slightly limited due to competing priorities, approval
chains, and other complexities, but setting expectations up front will enable you to
navigate the organization and execute your project successfully.
 29

Matrix organizational structures

The Matrix structure differs from the Classic structure in that the employees have two or
more managers. In Matrix structures, you still have people above you, but you also have
people in adjacent departments with whom you will need to communicate on your work
progress. Functional areas tend to cross paths more frequently, and depending on the
nature of the work, the responsible manager for each area has the most authority. 

As a project manager in a Matrix organization, a team will essentially have at least two
chains of command, or managers. You can think of the project manager as being a
temporary manager while assigned to the team. The functional manager is consistent
regardless of the project a project manager is supporting. The visual below illustrates
what the Friendly Skies Airlines would look like if it had a Matrix organizational structure.

Managing a project in a Matrix organization

Imagine that Friendly Skies Airlines is organized in a Matrix structure. Their Product
Excellence team develops a new amenity kit for long-haul flights. They ask the Project
Manager to help gather marketing materials that present research data about how this
product fulfils passenger desires.
 30

The role of a Project Management Office

In this lesson, you are learning about different types of organizational structures. Project managers
serve key functions in both Classic and Matrix organizations. Within both of these types of structures,
there is sometimes a group devoted specifically to program management with the organization: the
Project Management Office. In this reading, we will discuss the purpose and functions of a Project
Management Office.

What is a PMO?
A Project Management Office, or PMO, is a group within an organization that defines, sets, and helps
maintain project management standards and processes throughout that organization. It often acts as a
coordinated center for all of the organization’s projects, helping them run more smoothly and
efficiently.

An organization’s project managers may operate within the PMO itself or within other departments. At
Google, for example, there are project managers who work in a PMO focused on operational
excellence, but there are numerous project and program managers in other departments throughout
the organization, as well.

What are the functions of a PMO?

PMOs offer guidance and support to their organization’s project managers. They share
best practices, project statuses, and direction for all of the organization’s projects while
often taking on strategic projects themselves. The main functions of a PMO include:

Strategic planning and governance

This is the most important function of a PMO. This involves defining project criteria,
selecting projects according to the organization’s business goals, and then providing a
business case for those projects to management. 

Best practices
PMOs help implement best practices and processes within their organization. They also
share lessons learned from previous successful projects. They help ensure consistency
among their organization’s projects by providing guidance about processes, tools, and
metrics.

Common project culture 

PMOs help set common project culture practices by training employees about optimal
approaches and best practices. This helps keep project management practices consistent
and efficient across the entire organization. 
 31

Resource management
PMOs are often responsible for managing and allocating resources—such as people and
equipment—across projects throughout the organization based on budget, priorities,
schedules, and more. They also help define the roles and responsibilities needed on any
given project. PMOs provide training, mentoring, and coaching to all employees, but
project managers in particular. 

Creation of project documentation, archives, and tools

PMOs invest in and provide templates, tools, and software to help manage projects. They
also play an important role in maintaining their organization’s project history. Once a
project closes, they archive all of the documents created during the project for future
reference and to capture lessons learned.

Learning about an organization’s culture

It is important to learn about the culture of the organization where you work or want to
work. Understanding the company’s culture can help you navigate your team through a
project. Consider this quote from Peter Drucker, an expert on management: ”Culture eats
strategy for breakfast.” Drucker is implying that the culture of a company always
influences its success, regardless of how effective the company’s business model may be.
Organizational culture is critical to the health of a company, the people who work there,
and the customers it serves.

The importance of organizational culture 

 Identity: An organization’s culture defines its identity. Its identity essentially
describes the way the company conducts business, both internally and externally.
A company’s values and organizational culture go hand-in-hand; its values are part
of its identity. You can almost think of an organization’s culture as its personality.
 32

That is why it is important to learn your company’s (or target company’s) mission
and value statements. The mission and value statements will help you understand
why the company exists and will give you insight into what the company believes
in and how it will behave. 

 People: Strong, positive organizational culture helps retain a company’s best

employees. People who feel valued, engaged, and challenged are more likely to
give their best and want to drive for success. An organization’s culture can help
keep talented employees at a company, and it can attract great people too! On the
other hand, a toxic culture can have the opposite effect. It is important to find an
organization with a culture that fits your personality. One way to find out more
about an organization's culture is to talk to the people who work there. You can
also take note of the current employees’ attire, expressions, and overall behavior.
 Processes: Organizational culture can have direct impacts on a company's
processes, and ultimately, its productivity. The organization’s culture is instilled
throughout the company—from its employees to how its employees do their job.
For example, a company that values feedback and employee involvement might
have that reflected in their processes by including many opportunities for
employees to comment. By allowing employees to feel their voices are heard, this
company is adhering to its culture. 

Understanding an organization’s culture

As a project manager, it is important to understand your company’s culture, especially
because it could affect the projects you work on. Some aspects of an organization’s
culture that are directly related to how you will manage projects are communication,
decision-making, rituals, previous management styles, and values. To learn more about a
company’s culture and how it applies to you as a project manager, you can: 

Ask questions
You can learn about an organization's culture by asking questions of management and
peers. It can be helpful to ask these questions in the interview phase to better understand
the company’s culture before accepting a position. You might want to ask questions
about:

Atmosphere
 What is the company’s dress code? 
 How do people typically share credit at this company? 
 Is risk-taking encouraged, and what happens when people fail?
 How do managers support and motivate their team?
 33

 How do people in this role interact with customers and users?

 When and how do team members give feedback to one another?
 What are some workplace traditions?
 What are some of the ways the company celebrates success?

Policies
 What are the policies around sick days and vacation?
 Does the company allow for employee flexibility (e.g., working from home, flexible
working hours)?
 What policies are in place that support employees sharing their identity in the
workplace?

Processes
 What is the company’s onboarding process?
 How do employees measure the impact of their work?

Values
 What are the company’s mission and value statements?
 How might the person in this role contribute to the organization’s mission?
 How does the organization support professional development and career growth?

Listen to people’s stories

Listening to what current employees have to say and how they portray the company will
give you great insight.

 What were employees' experiences with similar projects in the past? 

 What can they tell you about key stakeholders and customers? 

Take note of company rituals

Rituals can be powerful drivers of culture. They engage people and help instill a sense of
shared purpose and experience. 

 How are birthdays and holidays celebrated? 

 Do employees generally eat lunch at the same time and in the same place? 
 Watch employee interactions: Observing how employees interact can help you
tailor your interaction style to the company norm. 
 Are employee interactions more formal or informal in nature? 
 34

 Are ideas solicited from employees in different roles? 

Understand your impact

As a project manager, you become a change agent. Remember: a change agent is a person
from inside an organization who helps the organization transform by focusing on
improving organizational effectiveness and development. When you begin a new role, sit
down with management to better understand what is expected of you and how you can
make the most of the opportunity.

Sharpen your communication skills

Interpersonal communication skills are a major part of project management. How a
company communicates is directly tied to its organizational culture. You will most likely
have interactions with various departments and management levels while executing
projects. To communicate effectively, you will need to understand how to navigate the
different channels in your company. Ask questions about communication practices when
you start a new role such as: Is it customary to sign emails from the team rather than from
you individually? Should presentations include team members or be solely presented by
the project manager? This can help you make sure you are adhering to expectations.

Approaching projects differently from how similar projects were managed in the past may
be met with some resistance. Although some projects may call for you to break the status
quo, when you show an appreciation of your organization’s culture, you may help your
team members accept any improvements you are implementing.

Case study: Balancing company culture and strategic goals

As you’ve learned, organizational culture refers to the values employees share and an organization’s
values, mission, history, and more. In other words, organizational culture can be thought of as a
company's personality. A company’s organizational culture can help drive its internal and external
success. When a company’s culture is aligned with its corporate strategy and goals, the level at which it
can perform is impressive. When researching a company for a possible new job, understanding the
company’s culture can help you decide if it is a good fit for you and your priorities. Also, understanding
a company's culture as a project manager can help you make informed choices about when you want
your actions and decisions to fit within the culture or when you might choose to intentionally push
back against the culture to effect change or create improvements. Let’s explore an example of a
positive organizational culture and how a project manager fits into that culture.
 35

The Family Java culture 

The Family Java coffeehouse has over 2,000 stores worldwide. The Family Java’s culture is
closely linked to their strategy and capabilities—this is what they feel sets them apart from
other coffee shops. The company has invested in a relationship-driven, employees-first
approach. Their culture establishes that the employees are what makes the company
unique. This helps foster a warm, comfortable, and calm environment for both employees
and customers alike. Because The Family Java’s organizational culture has cultivated
employees who genuinely care about the company and their jobs, those employees create
the same environment for their customers to enjoy. 

The Family Java’s mission and values speak to this approach directly:

Mission

 To provide a welcoming environment where our employees become our family and
our guests become our friends
Values

 To create a place where everyone is welcome

 To always give our best and hold ourselves accountable for the results
 To treat others with respect and kindness
 36

The Family Java has worked hard to be able to create the structure to put their mission
and values into practice daily. They practice these values, all while achieving new levels in
sales and growth. For example, The Family Java believes in expressing their employees-
first value by spending more on employee healthcare than on coffee beans! Each
employee is crucial to the success of the company and their ability to fulfill their mission
and adhere to their values. In turn, the company makes their employees feel valued by
offering substantial training, education scholarships, assistance with daycare, and growth
within the company.

The Family Java is able to capitalize on the critical link between culture and strategic
goals to achieve optimal performance. When evaluating their organizational culture, the
company focuses on their positive attributes and adapts to what works and has proven to
be beneficial. By taking the time to perfect what the company does well, The Family Java
has created a culture that drives out negativity, empowers employees to be their best
selves, and aligns with their strategic goals.

A project manager’s relationship to organizational culture 

Learning the company’s values
Avi was excited to begin his role as a project manager at The Family Java. He had asked
questions about the organization’s culture during his job interview and was told about the
company’s people-first approach. Avi’s previous company prioritized profitability over
teamwork and mentorship. While his previous company was very successful, it was
difficult for Avi to engage meaningfully in his work because the culture was so focused on
financial results rather than on their employees’ job satisfaction. Avi felt like The Family
Java’s approach better aligned with his own values.

Clarifying the company’s expectations

Avi’s manager at The Family Java said that his role would involve a substantial emphasis
on team building and keeping morale high. When he began, Avi asked his manager to
clarify the time investment expected by the company in order to accomplish team- and
morale-building goals. He also asked for suggestions and guidance based on what had
been done at the company in the past. If Avi had made incorrect assumptions about the
company’s culture and tried to manage projects with his previous company’s culture in
mind, he might have emphasized speed over collaboration and communication. Avi now
knew that he would need to carefully balance expectations related to The Family Java’s
culture with the project workload in order to meet project timelines and achieve the
desired outcome.
 37

Applying organizational culture to a project

Before beginning his first project, Avi planned a team lunch to get to know everyone at
The Family Java. Then, he scheduled one-on-one meetings with each of his team
members to learn more about their working style and professional goals. He also asked
how he could help support and remove any barriers for them. One of Avi’s team members,
Miguel, said that he needed to start his workday early because he picked his children up
from school at 3:00. After hearing this, Avi avoided scheduling team meetings in the late
afternoon. Another team member, Elisa, told Avi that she preferred face-to-face or phone
conversations to email since she felt like she communicated better verbally. When Avi
needed to discuss something with Elisa, he made sure that he talked with her in person as
much as possible. Avi continued to check in with all of his team members regularly as the
project progressed. He also scheduled weekly “Coffee Chats” with his team, since he had
learned that this was company tradition. Avi’s efforts to align his project management
style to The Family Java’s organizational culture were noticed by executives and
stakeholders, and he was given a lot of support in getting the resources he needed.

A project manager’s role in change management

In this lesson, you’re learning about how to support the change management process for your project.
To review, change management is the process of delivering your completed project and getting other
people in the organization to adopt it. In this reading, we will discuss strategies for approaching change
management as a project manager.

Your project’s success depends on the adoption and acceptance of your project—whether that entails
the launch of a new external tool or a process that will change operations at a production facility. In
both cases, the greatest impact of the change will be on the people who use and interact with the
product or process that is changing. 

For example, if your website’s user interface changes, the major impact of that change affects the user.
The user must learn how the website has been reorganized and adapt to the new way to navigate it. If
part of the website’s interface update includes a new brand logo, the major impact of that change
impacts your organization’s employees. They must be made aware of the new logo and measures must
be taken to ensure that all company communications include the new logo, not the old one.

You can help ensure your project’s success by embracing changes as they come and by
convincing the wider audience, whether that is the end user or members of the
organization, to embrace changes, too. When you implement a careful approach to
change management, you can address issues that might occur in the later stages of your
project.
 38

Integrating project management and change management

Change management is a major undertaking and a project in and of itself. When it comes
to change management, you may not always be responsible for leading and planning the
entire end-to-end process. There will be times when your manager, a team member, or
another senior leader might be responsible for taking on that transition and successfully
implementing the changes. However, just because you're not the one directly leading the
change, there are still ways in which you can support and participate in the successful
adoption of your project. 

As a project manager, you can think of change management as necessary for the
successful outcome of your project. Both change management and project management
aim to increase the likelihood of project success. They also incorporate tools and
processes to accomplish that goal. The most effective way to achieve a project goal is to
integrate project management and change management, and it is your responsibility as a
project manager to do so. 

When you are thinking about change management as it relates to your project, begin by
asking yourself the following questions:

 How will the organization react to change?

 Which influencers can affect change?
 What are the best means of communication? 
 What change management practices will lead to the successful implementation of
my project? 

The answers to these questions will help you prepare for a variety of possible scenarios
and allow you to craft solutions to effectively support the adoption of your project. 

Let’s look at some best practices for approaching change management on your projects:

Be proactive. Proactive and inclusive change management planning can help keep any
potentially impacted stakeholders aware of the upcoming changes.

 Incorporate change management into your project management steps. For

example, you can schedule time during team meetings or create a feedback
document to ensure that your team members know there is a place to voice their
suggestions and concerns. 
 You can also plan steps towards the end of your project to introduce the
deliverable to stakeholders in the form of demonstrations, question and answer
forums, or marketing videos. You can factor all of these decisions into your plan so
that any potential changes are less likely to impact your timeline. If these steps
have not been built into your plan, you can escalate and stress the importance of a
change management plan to your stakeholders. 
 39

Communicate about upcoming changes. Communication should occur regularly among

impacted stakeholders, the change management team, and the project team. Check in
and communicate throughout the project about how the changes will provide a better
experience for end users of the project deliverables. In this way, you support the process
by providing everyone with the information they need to feel prepared to adjust to
changes once the project is ready to launch. 

Follow a consistent process. Following a clear change management process helps

maintain consistency each time there is a change. The change management process
should be established and documented early on in your project to guide how the project
will handle change. Your organization may also have an overarching change management
plan that can be adopted for your project. This may include when the promotion of the
change should happen, when training should occur, when the launch or release will occur,
and corresponding steps for each phase of the process. 

Practice empathy. Changes are inevitable, but we are often resistant to them. By being
empathetic to the challenges and anxiety change can bring, you can support the process
in subtle ways. 

Use tools. Incorporating tools to assist in the adoption of a change can be very helpful.
Here are a few examples you can use on your next project:

 Feedback mechanisms, such as surveys, can capture input from stakeholders.

 Flowcharts can visualize the project's development process.
 Culture mapping can illustrate the company's culture and how the company's
values, norms, and employee’s behaviour may be affected by the change.
As the project manager, you are responsible for successfully delivering projects. As you
hone the skill set you acquire throughout this program, you will find that change
management is essential to your projects’ success.

Corporate and project governance

Governance in business is the management framework within which decisions are made and
accountability and responsibility are determined. In simple terms, governance is understanding who is
in charge. In this reading, we will discuss corporate governance and project governance. It is important
to learn how corporate and project governance are related since you may have to speak about
governance in an interview. Additionally, you will need to understand how your project relates to the
governance structure of the organization.

Corporate governance
Each organization is governed by its own set of standards and practices that direct and control its
actions. Those standards and practices are called corporate governance, and they will influence your
projects. Corporate governance is the framework by which an organization achieves its goals and
objectives. Corporate governance is also a way to balance the requirements of the various corporate
entities, such as stakeholders, management, and customers. Corporate governance affects every part
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of an organization, including action plans, internal and external controls, and performance
measurements.

Governance and change management go hand-in-hand. Think back to the previous videos
on change management. To successfully implement change management, it is essential
that you understand the structure and culture of the organization. Effective governance in
change management provides clearly defined roles and responsibilities during change.
This enables the people within the organization to have a precise understanding of who
makes decisions and of the relationship between those managing and participating in the
change management process. 

Another example of governance within an organization is the creation and use of steering
committees. Steering committees decide on the priorities of an organization and manage
the general course of its operations. The steering committee essentially acts as an
advisory board or council to help the project manager and the company make and
approve strategic decisions that affect both the company and the project. 

Project governance
As a project manager, you will be responsible for project governance. Project governance
is the framework for how project decisions are made. Project governance helps keep
projects running smoothly, on time, and within budget. Project governance involves all
the key elements that make a project successful. It tells you what activities an
organization does and who is responsible for those activities. Project governance covers
policies, regulations, functions, processes, procedures, and responsibilities. 

How project and corporate governance intersect

Project governance needs to be tailored to your organization's specific needs. These
needs will influence how you implement and monitor the governance framework on your
project. Project governance concerns those areas of corporate governance that are
specifically related to project activities. Effective project governance ensures that an
organization’s projects are aligned to the organization’s larger objectives, are delivered
efficiently, and are sustainable. This includes:

 Considering the long- and short-term interests of your organization

 Making thoughtful decisions about which projects to take on and avoiding projects
if you do not have sufficient resources
 Providing timely, relevant, and reliable information to the board of directors and
other major stakeholders 
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 Eliciting the input and buy-in of senior managers since they are the decision-
makers 
 During the initiation phase, prioritizing clear, reachable, and sustainable goals in
order to reduce confusion and conflict
 During the planning phase, assigning ownership and accountability to an
experienced team to deliver, monitor, and control the process 
 During the execution phase, learning from mistakes and adapting to new or
improved knowledge
Corporate governance can involve clearing many hurdles before making decisions. These
decisions can influence not only a single project, but the entire corporation. 

At the same time, corporate governance can help support project governance, as it
provides oversight on compliance and mitigating risk and offers guidance and direction
for project managers. Good corporate governance can also help project managers secure
resources, get issues addressed, avoid delays in decision-making, get buy-in from
stakeholders, and achieve visibility for projects on the executive level.

WEEK-4 CHALLENGE

1.
Question 1

Define organizational structure.

How a company is arranged, how job tasks are divided and coordinated, and how
members of the organization relate to one another

2.
Question 2

Which answer best describes a Classic organizational structure?

It refers to the traditional, top-down reporting structure with a clear chain of command.

3.
Question 3

Which of the following accurately describe how organizational structure impacts project management?
Select all that apply.
It affects the availability of resources that can be devoted to a project.

It affects the project manager’s level of authority and their ability to make decisions that
impact the larger organization.
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Question 4
Which of the following refers to a company’s shared values, mission, and history?
Organizational culture

5.
Question 5

Which questions can help project managers learn about a company’s organizational culture? Select all
that apply.
How do employees prefer to communicate?

Which style of project management does the company use?

6.
Question 6

Which term refers to the delivery of a completed project and its successful adoption by an
organization?
Change management

7.
Question 7

What questions can project managers ask themselves in order to help manage change effectively?
Select all that apply.
How will the organization react to change?

What are the best means of communication to convey the change?

8.
Question 8

Fill in the blank: A project manager becomes a _____ at a company—someone who helps an
organization transform by focusing on organizational effectiveness.
change agent

10.
Question 10

What action should a project manager take to ensure effective project governance?
Elicit the input of senior stakeholders since they are decision makers.