What Is Project Scope? 

The word “scope” refers to the overall goals and tasks involved. As taught in Villanova University’s Mastering Project Management course, “the project scope is the amount of work or deliverables that is planned for a project.” 

Scope is also known in the world of project management as one of the “triple constraints,” a framework that is used for evaluating competing demands and requirements. Scope, along with schedule and budget, are the three core limitations imposed on a project that directly impact each other and must be managed in a balanced, efficient manner to achieve objectives.  

That’s why scoping a project is so important. Project scoping is the process of determining what goals you’re trying to meet and what needs to be done to accomplish them. If the scope changes too much, the project’s duration and budget can suffer. 

At its core, project scoping asks two questions: 

• What is the project’s success criteria? 
• How do you plan to manage the triple constraints, of which one is project scope? 

Those two questions generate many more. That’s why project managers need to dedicate time to answer them at the start of any project. Without a firm grasp of what the project entails, accomplishing your team’s goals are difficult. 

Difference Between Product Scope and Project Scope 

Project scope is often confused with a related concept: product scope. Although project scope and product scope are both essential considerations, they cover different concepts.  

While project scope refers to the end goal of the project, a product’s scope includes the features or characteristics of the product itself. For example, it can cover what the product is made from, what it’s supposed to do and how it works. For example, an iPhone’s product scope may include the screen dimensions, processing speed, storage capacity, camera quality and battery life. 

Product scope can also refer to services. In a service industry, product scope focuses on the actual tasks and responsibilities of the personnel delivering the service. It often suggests the ways that the service can be measured and improved for future customers or clients. 

Project scope is the process of manufacturing a product from start to finish. The project’s scope doesn’t necessarily require the team to understand how the individual components work together. Instead, it requires you, as the project manager, to determine where to get the necessary components and how to deliver them to the people who will put them together.  

In some cases, scoping a project may require a basic understanding of a product’s scope. For example, in product development, a project’s scope would have to consider the goals for the end product. Even then, the two types of scope serve different purposes.  

Benefits of Defining a Project’s Scope 

Managing project scope takes time, but can provide multiple benefits, including the following. 

Preventing Project Scope Creep 

The most crucial benefit of scoping a project is preventing “scope creep,” which is sometimes called “feature creep.” While changes in scope are to be expected, projects without a defined scope often expand over time to include deliverables not found in the original plan.  

For example, suppose you’re working on a marketing project. The original plan may have covered producing and displaying a set number of digital ads. However, without a project scope statement, halfway through the timeline, someone may request that you convert some of the ads for physical displays. This extra work was not in your original plan. The scope has “crept” up. Unless change requests are properly formalized and managed, the result is often extra stress and the potential for missed deadlines.  

Scoping your project prevents scope creep. With a project scope statement, everyone involved knows exactly what the project includes. The scope statement and its deadlines should be revised to include the new tasks if additional work is added, and new scope should only be added if managed by a formalized change request process.  

This is more important than you might think. According to the 2021 Pulse of the Profession® report by the Project Management Institute (PMI), preventing scope creep was identified as a top-three driver of project success among respondents in every industry surveyed. 

Managing Expectations 

Scoping your project also helps manage everyone’s expectations. Creating a project scope statement clarifies the goals. You can present the report to stakeholders to explain precisely what you’ll be doing with your time. 

If stakeholders expect the project to accomplish something different, your scope statement lets them know what they will receive. This prevents you from reaching the halfway point of a project only to find out you’re not accomplishing what the stakeholders wanted. 

Minimizing Waste 

Even if feature creep doesn’t occur, an unscoped project is more likely to suffer from waste. Team members with an ambiguous grasp of their role may do unnecessary work. Similarly, you may order too many supplies or misuse them on redundant tasks. According to the PMI Pulse of the Profession report, these kinds of inefficiencies lead to an average wasted investment of 9.4% across all projects. 

Defining your project scope helps reduce such waste. Your project scope statement will explain exactly what needs to be done, who will do it, and what you need to meet your goals. You’re less likely to lose time or resources to preventable mistakes or miscommunications. 

What Is a Project Scope Statement? 

The simplest way to document a project’s scope is with a project scope statement. This document covers what the team wants to accomplish during the project and how it will be done. Project scope statements include details such as: 

• Objectives: the goals the team intends to reach. 
• Deliverables: the results the team plans to deliver. 
• Deadlines: when the team will accomplish each deliverable or objective. 
• Constraints: the limitations the team needs to work around. 
• Assumptions: an overarching description of the conditions the team believes the project will be performed within, such as staff numbers and access to resources. 
• Exclusions: things that are specifically out of scope. 

When all this information is included, you can structure the statement in any way that makes sense for a project. Most scope statements also include a summary explaining the broad details of the plan.  

How to Create a Project Scope Statement 

Scope statements take time to compile, largely due to the data collection process. The best time to complete a project scope statement is during the planning stage.  

Creating a scope statement at the same time allows you to immediately document your expectations, objectives, and goals. Here’s how to develop a comprehensive scope statement while planning your project. 

• Name your goals and objectives: Goals are high-level ideas, whereas objectives are specific, quantifiable accomplishments. If you’ve put together a project charter, you can use the goals and objectives you’ve listed there. 
• Gather and list project requirements: You will have to complete your project with a certain budget and by a specific date. Stakeholders may have other requirements as well, such as quality standards. Collect all these requirements and list them in one place. 
• Define deliverables: This is the product you’ll deliver to accomplish the specific goals you’ve just named while meeting all project requirements. 
• Specify exclusions and constraints: Name what you won’t provide and what limitations you expect to face during the project. This is important for managing expectations. 
• Break down objectives into tasks: If your goal is to produce a deliverable in one month, list the tasks necessary to make this happen. Be specific; it’s better to break tasks down into tiny steps than to be overly general and risk confusion. 
• List required resources: Once you know the tasks you need to perform, walk through each step, and list the resources required to accomplish it. Ensure you include staff, materials, and equipment because each of these details will affect your required budget. 

By following these steps, you can collect all the information to develop an effective project scope statement. 

Project Scope Examples 

A project scope statement example might look like this: 

• Summary: This project is a social media advertising campaign performed internally to drive site traffic for [Company Name]. The project has a $[Budget] budget and will be completed by June 30, 2022. 
• Project scope: This project will include audience and platform research, advertisement creation, and publication on chosen ad platforms. It will also include ad performance monitoring for the duration of the marketing campaign. All activities will be performed by the general marketing coordinator at [Company Name]. 
• Deliverables: Deliverables will include five related advertisements to be run on selected platforms across June 2022 and a statistical report on the performance of these ads. 
• Exclusions: The project will not include physical or print ads, nor will it include video media. 
• Constraints: This project may experience technical difficulties or changes in budgetary requirements related to the chosen advertising platforms. 
• Materials: To accomplish project objectives, the general marketing lead will require access to photo editing software, research resources and 10 hours of weekly paid time in May and June 2022. 
• Acceptance criteria: Before running ads, the chief marketing officer at [Company Name] will review and approve them for publication. 

Scoping Projects Keeps Teams on Track 

Determining a project’s scope is fundamental to successfully planning a project. By researching the requirements and constraints of your project and merging them into a single project scope statement, you can manage expectations and prevent scope creep.  

Learn more about mastering project scope management with Villanova’s Certificate in Applied Project Management program. 

If you’re interested in pursuing or advancing career opportunities in this exciting field, a certification in project management can provide you with additional credentials and expertise. PMI offers the Project Management Professional (PMP)® certification, a globally recognized credential for project management professionals. 

The PMP® certification can be a smart investment for current or hopeful project managers, especially if you would like to gain new skills or potentially increase your salary. Earning the certification requires preparation and meeting certain eligibility requirements to sit for the exam.

This PMP® certification guide will help you learn more about the advantages of earning this credential and the necessary steps to sit for it. 

What Is PMP® Certification?

The PMP® certification is a prestigious professional credential for project managers offered by PMI. The certification demonstrates to employers that you possess expertise in agile, hybrid and predictive approaches to project management. Due to the exam’s excellent reputation and rigor, employers in every industry worldwide seek PMP®-certified project managers.  

To earn the certification, you will need to pass the PMP® exam. As of January 2021, PMI allows 230 minutes to complete the exam with two 10-minute breaks. The assessment consists of 180 questions divided into three domains, or knowledge areas: 

1. People (42% of exam questions): This domain assesses interpersonal skills, such as collaboration, leadership, and mentoring. 
2. Process (50% of exam questions): This section evaluates technical competencies needed to manage projects, such as budget planning, risk assessment and scheduling. 
3. Business Environment (8% of exam questions): This domain measures your ability to manage projects within your organization and other business environments. 

The PMP® credential will last for three years upon achievement. You will need to earn an additional 60 Professional Development Units (PDUs) every three years to renew your certification. If you fail to fulfill this requirement within the three-year time frame, you will need to retake the exam to regain your certification. 

What Is the Value of PMP® Certification?

You may wonder what a PMP® certification is good for, especially if you are already successful as a project manager without certification. 

According to PMI’s Project Management Salary Survey, Twelfth Edition, respondents with PMP® certification earn 16% more income on average than their non-certified peers globally. The survey also discovered that the pay gap is even larger in the United States. U.S.-based project managers with PMP® certification earn an average salary of $123,000, while non-certified project managers earn an average salary of $93,000. 

In other words, PMP®-certified project managers earn an average of 32% more in America than their non-certified peers. 

While it costs money and effort to earn and maintain PMP® certification, this investment can pay off by potentially helping you increase your salary and qualify for more advanced positions. 

Benefits of PMP® Certification

PMP® certification can also offer personal and professional benefits beyond possibly increasing earning potential as a project manager. Advantages of obtaining the credential include: 

• Attract Prospective Clients: Many clients recognize the value of working with PMP®-certified project managers and seek out businesses employing these professionals. As a result, your decision to pursue PMP® certification can help your organization attract and retain clients.
• Boost Your Performance: As you prepare for the exam, you will gain new knowledge and skills that could help you perform your project management tasks more effectively. 
• Develop Self-Confidence: To obtain PMP® certification, you will need to pass a rigorous exam. Completing the certification can boost your self-confidence⁠—and your reputation in your field⁠—by proving that you have the abilities and the knowledge needed to handle complex projects. 
• Gain Transferable Skills: Many project management approaches and techniques, such as conflict management skills, can be used in multiple industries. As a result, PMP® certification allows you to gain transferable skills that could make it easier for you to seek employment in a new field. 
• Open New Opportunities for Career Advancement: With PMP® certification, you may be able to advance more quickly to senior project management positions. 
• Stay Up to Date With Your Field: To maintain your PMP® certification, you must complete 60 PDUs every three years. This continued education requirement helps ensure that you are always aware of new developments in project management.  

Cost of the PMP® Certification

What is the fee for the PMP® certification exam? The cost will vary depending on whether you are a member of PMI. Members pay $405.00 to take the exam, while non-members pay $555.00.

If you don’t pass the PMP® certification test on your first try, you can retake the exam up to two more times in one year, for three total attempts. However, you will need to repay the exam fee each time you take the test. 

You can also choose to pay additional money for an exam preparation course. These courses come in several different formats, such as self-guided online classes and more intensive, instructor-led sessions offered by institutions like Villanova University. 

In some cases, employers will cover the costs of the exam fee and training courses. It’s worth asking your manager if your organization can provide financial support for your PMP® certification. 

PMP® Certification Requirements

Beyond the exam fee, what is required for PMP® certification? Before PMI approves you to sit for the exam, you must submit an application demonstrating that you meet a few criteria: 

• If you hold a bachelor’s degree, you must have at least 36 months of professional experience leading projects. 
• If you have an associate degree or a high school diploma, you will need at least 60 months of professional project management experience. 
• All applicants must complete a minimum of 35 contact hours of formal project management training, regardless of the degree held.

If you don’t yet have the minimum amount of work experience required for PMP® certification, you will need to wait until you have accrued the necessary months of project management experience before applying. 

How To Get a PMP® Certification

While the PMP® exam itself may be challenging, the process of obtaining this credential is relatively easy. You will need to follow a few steps. 

First, you will need to send PMI your PMP® audit package so that the organization can confirm your eligibility for the exam. Your package should include three components: 

1. A photocopy of the highest degree that you have obtained
2. Evidence that you have completed at least 35 hours of formal project management education
3. Descriptions of your past project management experience. Your supervisors will need to verify and sign documentation for each project. 

PMI will review and process your audit package. Once the organization approves your application, you can register to take the exam at a testing center or online at home. You will have a one-year eligibility window after your audit package is approved, during which you can take the exam up to three times if needed.  

How To Prepare for the PMP® Certification Exam

You will naturally acquire advanced project management knowledge and skills as you complete the education and work prerequisites for the PMP® exam. However, you will also need to study for the exam itself, which may include material you have not regularly encountered before. According to PMI, most people who successfully pass the PMP® exam spend at least 35 hours studying for the exam. 

To prepare for the PMP® certification exam, you need the most recent edition of A Guide to the Project Management Body of Knowledge (PMBOK Guide). PMI publishes this book, and it covers important project management methods and terminologies that will appear on the test. 

Many people also benefit from taking a structured PMP® exam course. PMP® has teamed up with Authorized Training Partners (ATP) and these individuals or institutions provide PMP® candidates with specialized instruction to help them prepare for the exam. 

For example, Villanova University is an ATP of PMI. The university offers a four-week online course for PMP® candidates called Project Management Professional (PMP)® Exam Preparation. Experienced faculty lead the course through live class sessions and teach students using exam prep material developed by PMI. 

Investing in a PMP® exam preparation course could help improve your chances of successfully passing the test and obtaining the certification. 

 The PMP® Certification Process

In summary, the PMP® certification process consists of five steps: 

1. Obtain the necessary education and work experience prerequisites, which will vary depending on your degree. 
2. Assemble your audit package and send your materials to PMI for approval. 
3. Register for the PMP® certification exam. 
4. Study for the test by taking a PMP® exam preparation course. 
5. Take the 180-question PMP® exam during your scheduled testing time. 

After you complete the exam, PMI will send you an exam result report that shows whether you have passed the test and earned your PMP® certification. If you don’t pass on the first try, remember that you can always retake the exam after brushing up on the materials again. 

What Is a Good Certification to Have with Your PMP®? 

Alongside the PMP® certification, several other credentials can improve your resume and help you gain additional project management knowledge. Because these certifications have fewer eligibility requirements than the PMP®, they can be a good starting point for early-career project managers who are not yet ready to pursue PMP® certification. 

PMP® vs. Six Sigma

Six Sigma is a methodology that uses statistical analysis to detect and solve errors in business processes. Six Sigma training complements but doesn’t replace PMP® certification. Six Sigma certification teaches individuals to implement processes that eliminate waste and improve quality. By contrast, PMP® certification focuses on directing a team and orchestrating projects. PMP® certification allows project managers to develop expertise in many areas, while Six Sigma provides a framework for solving problems in business processes. 

PMP® vs. CAPM®

The Certified Associate in Project Management (CAPM®) certification is a step below the PMP® exam. The CAPM® exam requires either an associate degree and 1,500 hours of project experience or 23 hours of project management education. These 23 hours can also fulfill part of the 35 required hours for the PMP® exam, making the CAPM® a good starting place for people preparing to take the PMP® exam. 

Some programs can help students prepare for both exams, such as Villanova’s Certificate in Applied Project Management. 

PMP® vs. PRINCE2

PRINCE2 Project Management certifications measure proficiency in the PRINCE2 method, which helps create common terminologies and structures for projects. PRINCE2 certifications supplement the PMP® by allowing project managers to learn a new project management framework. 

PMP® vs. Scrum Master

Scrum is a methodology that helps manage Agile projects, which seek to enhance product development processes. Scrum.org offers a variety of Professional Scrum Master certifications. These credentials could complement the PMP® exam by allowing project managers to develop proficiency in Scrum methodologies, though these techniques may not translate well to non-Agile projects. 

Prepare for PMP® Certification with Villanova

Have you decided that a PMP® certification is right for you? If so, your next step should be ensuring you have the knowledge and skills to pass the test. 

If you still need to fulfill some of the education requirements, consider enrolling in a project management course with Villanova. As an ATP of PMI, the university offers a three-course certificate program track in Applied Project Management for people eager to develop new skills. There’s also an individual monthlong exam preparation course for experienced project managers who only need to study for the exam. By completing formal courses, you can fill in any gaps in your knowledge and potentially improve your chances of passing the PMP® exam. 

PMP, CAPM, Project Management Professional, and Certified Associate in Project Management are registered marks of the Project Management Institute, Inc.

In a big business, it’s easy for communication problems to lead to project breakdowns. The people coming up with project goals in the office aren’t necessarily the people enacting business tactics in the real world – and that may or may not match the strategy coming from the executive team! The different branches of the company may not be in direct communication and may not even be aware of what their coworkers are doing. 

To create a successful project, business executives need to build unified strategies, tactics, and project goals. Creating an EPMO is one way to do that. 

An EPMO, which stands for Enterprise Project Management Office, provides structure to a company and brings together managers with different skill sets. It can boost the success rates for projects and improve coordination between departments. Additionally, it ensures that resources are efficiently distributed. Traditional PMOs operate in a silo, at the direction of middle managers, while EPMOs are deeply embedded with senior executives and connecting strategy to tactical success.

Before creating an EPMO, it’s important to understand how they function, how they differ from a PMO and how to set up an EPMO in your company.

What Is an EPMO?

An enterprise PMO is a centralized organization responsible for planning business projects. It is an organization-level office specializing in strategy and administration. The role of the EPMO is to evaluate a business’s projects and continuously optimize them. 

EPMOs work to ensure that projects are completed on budget and on time. By working with all aspects of a project, they can monitor everything and act quickly to correct errors, as well as help cut down on wasted resources. Perhaps most importantly, EPMOs ensure that all projects are aligned with the business’s overarching ideology.

The primary functions of an EPMO include:

• Assessing and navigating project risks
• Standardizing processes
• Monitoring progress
• Mentoring employees
• Driving benefits realization
• Improving project accountability

The leadership of an EPMO is composed of project managers, portfolio managers and other executives who are knowledgeable about the project. An EMPO director typically coordinates the activity of this team and may serve as project/portfolio manager and/or executive leader as needed. This leadership structure is what makes EPMOs unique. When managers with different specialties collaborate, they improve communication between their respective management branches. Working outside their usual niche exposes them to new ideas and helps them overcome potential blind spots.

Benefits of an EPMO

Projects can struggle or fail for many reasons. A proposed project might exceed its allotted budget. Or the project managers might realize too late that they lack the staff to implement their goals properly. Having an EPMO to oversee a project can help alleviate these problems.

Signs that you might need an EPMO include:

• Low project performance rates
• Over budget projects
• Project goals that are poorly aligned with business strategies
• Lack of a clear mission from project managers
• Underutilized project resources

By creating a structure that includes regular executive input, EPMOs help improve accountability for project performance.

EPMO vs. PMO

Businesses can also create a PMO (project management office) to coordinate their big projects. PMOs provide information transparency, support intelligent decision-making and conduct peer reviews. However, if you feel like your business is growing faster than your current management can handle, it may be time to switch from a PMO to an EPMO.

The role of the EPMO is to take an expansive look at enterprise-wide projects. In businesses that already have PMOs, the EPMO acts as a kind of super PMO. It tracks the work of the PMOs, mentors the executives involved in running the projects and coordinates among the existing PMOs. An EPMO is ideal for large organizations that manage multiple big projects at once.

What is an Example of an EPMO?

One example of a successful EPMO is from the Federal National Mortgage Association, also known as Fannie Mae, in 2012. Fannie Mae already had a project management office, but after the financial crash of 2008, they knew they needed a better way to coordinate and manage projects. They transformed their PMO into an EPMO and quickly saw positive results.

Fannie Mae’s EPMO reported directly to the board and senior leadership, which allowed for a rapid relay of information. As a result, they pivoted more quickly in response to demanding regulations. According to the vice president of portfolio integration Amilda Gjecovi in an article by the Project Management Institute, the delivery cycle for projects dropped from nine months to 60 days.

EPMO Best Practices

The best practices for an EPMO can vary depending on the needs and resources of the company doing the implementation. However, there are a few tried-and-true tools that typically result in successful EPMOs.

Value Maps

Value maps depict a company’s customer-facing attributes in comparison to the attributes of rival companies. A well-designed value map clearly establishes a company’s emphasis, including where it falls short of its competitors. Creating a value map helps executives determine where to invest heavily in a project and where to dial back their efforts.

Investment Principles

Investment principles provide the bedrock rules for balancing investments, and they determine the ideal investment targets for different projects. Important investment principles include infrastructure investment, regulatory compliance and strategic initiatives. When working on a project, project leaders should assess the investment principles and assign them priority rankings.

Strategy to Execution

Strategy to execution is a more refined version of the portfolio management function of a traditional PMO. It starts by breaking down business capabilities into capability models. Then, it evaluates the performances of the individual capabilities. Finally, it develops an investment roadmap.

Organizational Project Management

The organizational project management framework ensures that projects do not diverge too far from a business’s goals. In this framework, an EPMO oversees projects to align project management and overarching organizational goals. It keeps projects tightly focused on their strategic aims and prevents unnecessary spending.

How to Implement an EPMO

Before selecting an EPMO team, setting up an EPMO charter document to lay out specific goals can help show stakeholders how the EPMO will benefit the company.

Next, assess the organization’s skills and capabilities. You can evaluate things like management practices and the readiness of the team to implement big changes. Then, identify any company weaknesses and areas of opportunity and define how the EPMO could solve them. Once that’s done, you’re ready to create the team for your EPMO.

The Internal Staff Augmentation Model

One of the ways to staff an EPMO is to reform an existing PMO. In this strategy, the whole project management office is rebuilt using the talent pool that the business already has. A few new team members may be added, but most EPMO members are pre-existing employees. This is called the internal staff augmented model.

The Outsourced Professional Service Model

Alternatively, you can use the outsourced professional service model, which brings in brand new employees. The new hires might mentor the team of a previously established PMO or form a new EPMO from scratch. The outsourced professional service model works well for companies that need specialized skills lacking in their current employees.

Know Your EPMO’s Strengths

EPMOs offer many benefits compared to PMOs and other management offices, but they’re not infallible. Once you understand the role of the EPMO in your company, it’s important to monitor it to ensure it provides what your company needs. Conduct regular evaluations and assess how well the enterprise project management office works with the other offices. 

As the Project Management Institute explains, every EPMO needs to know its strengths. Only by continuously optimizing your EPMO can it reach its full potential.

No matter the size or scale of a business or organization, a project sponsor is always at or near the top of any project management hierarchy. The project sponsor sits at the top of this hierarchy because they’re expert leaders who can align the needs of an organization with internal workflows. 

To understand the true value of this essential role, it’s important to clearly define the responsibilities of the project sponsor and how it differs from other project management roles. 

Defining the Project Sponsor Role

Project sponsors are known as the drivers and in-house champions of the projects they are involved in. Broadly, project sponsors advocate and shape business-related projects, while also participating in high-level project oversight and execution. Every project needs a project sponsor, but depending on the organization, the title of the individual occupying the role may be different. 

For example, in a large company, a project sponsor might be a member of upper management who acts as a liaison between a CEO or executive and a project manager. In a smaller company, a project sponsor might be a business owner who also works directly with a project manager or project team members. 

Project Sponsors vs. Other Project Management Roles

There are many different project management roles within an organization. However, project management functions at its best when roles are clearly defined. Here’s a look at how the project sponsor role differs from two important project-oriented positions.  

Project Sponsor vs. Project Owner

Project sponsors are almost always individuals, which is different from a project owner, who could be either an individual or an external stakeholder. A project manager might be responsible for delivering the final project to a project owner or even presenting a business case to an executive or outside organization that will eventually become the project owner.

Project Sponsor vs. Project Manager 

These two roles are most similarly aligned in terms of responsibility and skill set, but the project sponsor is above the project manager in a project management hierarchy. The main difference between the two roles is that project managers are responsible for the day-to-day management of a project, whereas project sponsors do not manage or complete project tasks.

Project sponsors are responsible for approving projects and determining scope and budget. They will then select the project manager and allow the project manager to handle aspects of the project, such as timeline and execution. 

During that time, a project sponsor may offer support to the project manager to ensure the project stays on track and also resolve any existing conflicts that are outside of the project manager’s authority. 

Project Sponsor Responsibilities and Skills

Project sponsors have a clearly defined set of responsibilities that fall largely within three main areas: strategy, oversight, and delivery/evaluation. 

3 Key Responsibilities

As senior managers or business owners, project sponsors have a firm grasp on a business’s needs and objectives. At this level of seniority, project sponsors can clearly identify and conceptualize areas where certain projects are critical to the success of the business. 

Not all executives are sold on projects from the start, though, and many require seeing the anticipated return on investment (ROI) before granting project approval. In this strategy phase, project sponsors are the ultimate project champions, working to scope out the project, build the business case and make the pitch.

The pitch is often in the form of a proposal that details not only the project’s scope but how it aligns with business objectives and what the anticipated ROI or value benefit will be once the project is complete.

After the project receives executive approval, the responsibilities of the project sponsor shift to oversight. During this phase, a project sponsor will negotiate funding and serve as a consultant to the project manager and team members to help guide them through the creation of deliverables. Additionally, project sponsors can remove roadblocks by escalating and resolving issues or obstacles at the executive level. 

Once all deliverables have been completed, the project sponsor is responsible for officially handing off the final project to the executive team or external stakeholders. Once the handoff is complete, project sponsors are also responsible for clearly evaluating the value and outcome of the project and also presenting any necessary findings. 

Project Sponsor Skill Set 

Two main skills, leadership and effective communication, are the foundation for the overall skill set of a productive project sponsor. 

A project sponsor’s ability to act as an advocate for change and gain buy-in from everyone in the organization, from executives to team members, is a critical skill during the strategy stage of a project. Additionally, project sponsors should know how to assess the capabilities of their project managers to match them to the unique objectives of each project. 

In the oversight area, it’s essential for a project sponsor to have the skills to effectively build and maintain a clear working relationship with the project manager. By cultivating an open line of communication, a project sponsor can be a sounding board for wise consultation or even a critical mediator in conflict resolution. 

Additionally, project sponsors must have the skills to adapt quickly to unforeseen changes in a project, with the ability to maintain a sense of calm among the entire project management team. At the same time, project sponsors need to be able to provide solution-oriented support to keep projects on target without setting unrealistic expectations. 

Since the project sponsor is an integral part of a project’s inception, project sponsors must be able to effectively evaluate the success of the project once it is complete, based on the initial business case, and even be willing to nix a project when it’s not working. 

A project sponsor is accountable for a project from start to finish. They handle the overarching project strategy and leave the day-to-day details to the project manager. 

Prepare for Project Management Roles

According to the Project Management Institute’s (PMI) 2021 “Talent Gap” report, employers will need to fill nearly 2.3 million new project-oriented roles each year through 2030. 

Not only do companies need workers to fill these new roles; they need skilled workers. PMI’s 2017 Job Growth and Talent Gap report noted that the ideal skill set for a project-oriented professional not only features technical competencies, but also strategic management, business management and leadership skills. 

Prepare yourself for future project management opportunities by developing essential skills through a project management certificate program. Villanova’s Certificate in Applied Project Management teaches students practical project management principles, people-based project management approaches and key project measurement and management tools to help professionals grow their project management knowledge and make an impact on the projects they support or manage. This program can also prepare you for valuable industry credentials like the Project Management Professional (PMP)® certification from the Project Management Institute.

PMP is a registered mark of the Project Management Institute, Inc.

Organizations around the globe are putting AI to use. Gartner projected that AI will produce $2.9 trillion of business value and 6.2 billion hours of worker productivity worldwide by 2021. It also reported that about 60% of businesses have already deployed AI.

That trend includes project management, where AI is leading to higher productivity and better quality. But that doesn’t mean a loss of jobs. 

“We will always have a need for highly skilled project managers,” Alison Bakken, senior vice president and global head of the technology program office at Thomson Reuters, said in the Project Management Institute’s 2019 “AI @ Work: New Projects, New Thinking” report. “I don’t see the technology taking that over.”

Top Technologies Used in Project Management

Project managers surveyed for the “AI @ Work” report said they currently use AI in about 23% of projects and expected that number to jump to 37% in the coming year.

Project managers use AI to streamline projects tasks and operations. The top technologies having the most impact on productivity, according to PMI’s research, are:

• Robotic Process Automation – Mimics and automates human tasks
• Reinforcement Learning – Enables software to learn in an interactive environment by trial and error using feedback from its own actions
• Machine Learning – Computers learn through pattern detection, improving decisions in subsequent situations

In the area of quality, project managers said AI technologies having the most significant impact are:

• Anti-bias solutions – Identifies bias in a range of AI algorithms
• Expert systems – Emulates and mimics human intelligence, skills or behavior with expertise in a specific field, topic or skill
• Knowledge-based systems – Understands context of data being processed and is used in problem-solving and supporting human learning, decision making and actions

A Need For Project Management Training

About 10% of all project managers in the PMI report said they rarely if ever practice what PMI calls the three tenets of a high Project Management Technology Quotient (PMTQ). Those tenets are an “always-on” curiosity about emerging methods for project delivery, all-inclusive leadership that includes people and machines, and a future-proof talent pool that keeps learning and encourages others to learn.

A lack of PMTQ puts project managers into the “laggard” category, according to PMI. It’s an organizational issue, with only 28% of those in the “laggards” group saying their organization provided them the right support to work with AI.

The report found the laggards far behind on areas such as knowledge-based systems, decision management, voice assistant, speech recognition, robotic process automation, virtual agents and graphic processing units.

An AI-First Culture

The large number of laggards not getting trained in project management and its latest technology tools is cause for concern. The AI revolution in business is coming quickly. A 2019 survey by the International Data Corporation (IDC) on AI Global Adoption Trends and Strategies found that two-thirds of the organizations surveyed see AI as so important that they are adopting an “AI First” culture.

In a press release on the survey, Ritu Jyoti, the program vice president for Artificial Intelligence Strategies at IDC, said: “Organizations that embrace AI will drive better customer engagements and have accelerated rates of innovation, higher competitiveness, higher margins and productive employees.”

In another sign of the accelerated pace of change now underway, Oxford Economics reported that the rapid innovations in automation, engineering, energy storage, artificial intelligence and machine learning are converging in robotics. They expect robots to take over 20 million manufacturing jobs by 2030.

Examples of AI in Project Management

The true test of any innovation in business is whether it adds value. In the case of AI, plenty of examples are there for people to consider, including two offered by PMI.

In the case of Chinese company Alibaba, AI has been used in a number of projects involving work at the company’s campus in Hangzhou. They include the use of facial cognition on the work campus, the Aliwork expert system that is trained to answer the most frequently asked questions from employees, and DingTalk, a natural language processing app that can translate messages between languages.

“AI can offload project managers from hosting meetings, writing emails of recording the meeting minutes,” said Stephen Xu, head of the project management office, Infrastructure Service BU, Alibaba Group.

In addition, PMI reported that Thomson Reuters has used AI in decision making and strategy development, which has led to more opportunity for employees to focus on value-adding tasks.  Bakken said AI “helps leaders become more effective, but it doesn’t replace them.”

If you are interested in learning more about project management training, visit our Certificate in Applied Project Management program page, or our Project Management resources section.  

The skills area speaks directly to those working in project management and process improvement. The 2020 Pulse of the Profession reported that, on average, businesses waste 11.4% in investments due to poor project management. Organizations that “undervalue project management as a strategic competency for driving change” had an average of 67% more of their projects failing outright, the report found.

A Commitment to Skills Development

Changing those numbers requires executive commitment to training that allows project managers to develop the proper skill sets. It also requires cultural change and a shift to running a business increasingly through its projects.

More organizations are making that commitment. The report found that 61% of project professionals said their organization provides project management training, and 47% have a defined project professional career path. 

Also, 51% of organizations require project professionals to hold a certification for their role. They want professionals with technical project management skills combined with solid leadership, business and digital skills.

According to the report: “At a time of extraordinary change driven by new technologies, executive leaders from across business, government and nonprofit organizations know that success depends on big, bold ideas. And they need people with the skills and mindset to deliver on those ideas with big, bold projects—or risk being left behind.”

The Project Economy

The PMI report focused on three areas that drive success in what they call The Project Economy. The term refers to the idea that projects have become central to how work gets done and problems get solved. No matter how an organization approaches projects, they focus on “delivering financial and societal value.”

As organizations continually evolve into this new approach, the focus has shifted to three main areas.

Ability is Agility – Organizations need to fail fast and pivot to “what’s next” to keep pace with rapid change and competition.

Technology Rules, But People Influence – Innovative technology such as AI and machine learning are only as powerful as the people behind them. Reaping the full benefit of technology requires training for project leaders, finding people with the right talent to take on important roles and setting up successful processes.

It’s a Project Leader’s World – Executives increasingly turn to project leaders to “turn ideas into reality.” This requires a blend of professional skills that include understanding of automation and design thinking as well as strong people skills.

Supporting A Change in Culture

Information from the 2020 PMI report mirrored PMI’s 2019 Pulse of the Profession, which found that about 12% of project investment is wasted due to poor performance. That number has changed little in the past five years.

However, the 2020 report found that almost half of companies place a high value on making project management part of their cultural change. About 70% of leaders surveyed by PMI want to create a culture centered on customer value.

Matthew Klein Jr., PMP, senior director of the enterprise project management office at Farasis Energy in California, is quoted in the 2020 Pulse report as saying that “a great value proposition for project management is to find ways to reduce pain points within the organization and for customers.”

PMI reports that some companies have adopted project practices into their culture. For example, some have embedded design thinking into how they approach projects for clients. Every challenge is considered from the point of view of the stakeholders involved, making it easier to identify pain points and find solutions.

That sort of cultural change can drive results. In 2018, Harvard Business Review predicted that design thinking can “unleash people’s full creative energies, win their commitment and radically improve processes.” 

It’s one of the many ways project management is changing business operations and culture – and underscores the need for more trained and certified project managers.

If you are interested in learning more about project management education or how to prepare to become a certified project manager, visit our Certificate in Applied Project Management program page, or our Project Management Professional (PMP)® Exam Preparation course page.

Research for the report, called the Innovation Imperative, revealed that seven of 10 project professionals say their companies invest in and reward innovation. This is especially important, PMI writes, because we currently are living through “an era of nonstop disruption” that will require out-of-the-box ideas to successfully navigate.

However, the picture is not entirely rosy. “As much as companies have tried to spur innovation, it’s clear many still have a long way to go,” the report states. “More than half of project leaders rate their organizations as below average when it comes to facilitating innovation and motivating project professionals to pursue new ideas.”

The Project Economy and Innovation

PMI wrote about innovation in the context of The Project Economy, a term that refers to the concept that most organizations now achieve change and innovate through projects. That makes those who have earned a Certificate in Applied Project Management extremely valuable for businesses.

With the current political, social and health upheavals happening across the nation and around the world, organizations face a situation different than just a year ago. “Real innovation is delivered through projects. That takes more than dabbling at the edges,” according to PMI. “Companies need to reimagine and reinvent. And forget failing fast—it’s about succeeding quickly.”

That means development of technologies, systems, products, services and customer experiences that “change the game,” according to the report. 

Where Companies Currently Stand

McKinsey reports that 90% of executives believe the coronavirus pandemic will change the way companies do business over the next five years, with 70% saying it will create significant new opportunities for growth. However, only 21% said they have the expertise, resources and commitment needed to pursue that growth successfully.

Much of this innovation will happen in digital environments as more companies close or reduce services at brick and mortar businesses, according to McKinsey. 

Whatever form it takes, three out of four project managers told PMI they expect their organizations to increase support for project innovation. Specifically, they noted increased support already for expanding their roles as project managers (76%) as well as increased investment in innovation (73%) and rewarding innovation (70%).

Project Leaders As Innovators

The current situation has put more emphasis on the need for innovation in project management, but it’s something that has been a topic for many years at PMI.

The Project Manager of the Future report found that collaboration and innovation are soft skills that employers desire in project managers. A 2015 PMI report addressed the challenges project managers face, including a risk-adverse environment and a lack of the needed tools and time.

Many of those challenges may dissolve in the current environment as businesses look to right the ship in the wake of the pandemic.

One of the issues that is driving needed changes are the changing needs of customers. Unfortunately, many businesses do not have a great track record in this area. The 2020 Innovation Imperative PMI report pointed out that only one in four organizations are focused on changes in reaction to market trends.

They called this “a big miss” and warned that organizations should approach changes not from an emotional standpoint, but with data-driven decision making.

Clearly, once the pandemic is brought under control, project managers will be well-prepared to lead innovation through project teams. Those with the training, skills and knowledge they pick up through project management education should enjoy an edge over the competition in earning these important leadership positions.

Driven by the evolution of technology and rapidly shifting consumer demands, organizations continue to change how they approach problem-solving and accomplish work. Many have discovered project teams are best equipped to handle these changes, clearing the way for what is known as the project economy.

This discovery has made project teams and those with project management skills highly valued in private organizations, government agencies and nonprofit organizations. While strategic vision remains crucial to success, multidisciplinary teams that realize that vision are equally vital. 

That’s why more than half of all organizations surveyed for the recent “Tomorrow’s Teams Today” report from the Project Management Institute (PMI) report they have reorganized activities around projects and programs.

What is the Project Economy?

In its 2020 Pulse of the Profession® report, PMI called the project economy a “fundamental paradigm shift” for organizations. Essentially, it involves addressing most major issues a company confronts through projects. These can range from changes in business operations to evaluating new markets.

The project economy requires project managers to lead motivated, multidisciplinary, cross-organizational teams. PMI argued organizations need these teams to foster change or they run the risk of “not just treading water but sinking.”

Projects no longer operate as a sideline to “real” organizational operations. Instead, projects have become the driving force behind accomplishing work, innovation, and expansion. Team membership includes those of various talents who deliver “financial and societal value,” according to PMI.

What Drives the Project Economy?

In an interview with European CEO, PMI President and CEO Sunil Prashara said organizations that see a need to change their business approach have driven creation of the project economy. The rapidly expanding global marketplace also drives the need for projects, he said, especially in light of protectionist policies getting adopted by many countries. Organizations need projects handled by multi-national, multi-ethnic, and geographically distributed teams more than ever. 

Another aspect of globalization are the emerging markets in places such as Africa, where a younger generation is embracing project management to handle issues such as infrastructure upgrades and improved access to technology.

According to PMI, project teams also have taken a lead role in addressing climate change, overhauling organizational infrastructure, and incorporating cybersecurity into business strategy.

The high complexity issues have also changed the way projects teams are assembled. While lower complexity teams typically had eight members, high complexity projects bring more resources to the table with an average of 24 core team members, according to PMI.

The Next Generation of Project Managers

One of the distinguishing characteristics of modern project teams is that they involve people with a variety of needed skills moving between functional areas without the boundaries of human resources, finance or legal, according to Prashara. 

An increase in core team members, the variety of talent to be managed and the high complexity of today’s projects have led to demand for people with expertise in project management. In “Tomorrow’s Teams Today,” PMI reported that 15% of organizations said the lack of talented people with the right skill sets was the most important factor in project failure.

Project managers also need to move beyond the core focus on keeping projects on time and within budget and scope. Many must now operate as a coach for their team, working collaboratively with people from a wide variety of backgrounds and with different skill sets. PMI reports that organizations now mention empathy, communication and emotional intelligence as essential team skills.

These skills become even more important with virtual teams, where miscommunications and misunderstandings can happen more frequently. 

Another important skill for the next generation of project managers is complete confidence in working with artificial intelligence. Companies such as IBM already use AI often on projects for data mining, searching for trends that can help anticipate customer issues and pain points far in advance, according to PMI’s report.

Project management has become more complex and vital than ever before. Expertise in leading projects looks to remain an extremely marketable skill now and in the foreseeable future.

If you’re interested in learning more about project management best practices or how to enhance your project management skills, Villanova University offers a 100% online Certificate in Applied Project Management program, as well as a suite of individual project management courses designed to help make you a more effective project manager.

Pulse of the Profession is a registered mark of the Project Management Institute, Inc.

A June 2020 report from the Project Management Institute (PMI), called the Case For Diversity, offers viewpoints from project professionals on how diverse perspectives and skills add value to projects. In a survey that is part of the report, 88% of respondents said inclusive project teams add value when they have team membership that is diversified in areas such as gender, age, race, experience, sexual orientation, nationality and culture.

However, the report notes that a 2020 Institute for Corporate Productivity report found 27% of organizations have put all or most diversity and inclusion initiatives on hold during the pandemic. “That’s a mistake,” the PMI report stated.

A Long Way To Go On Diversity

PMI researchers found a large gap between talk about diversity and inclusion and actions taken. For example, only 33% of project professionals said they work for an organization with a diverse senior leadership team. 

“A lot of companies are saying, ‘we’re committed to diversity,’ but then you take a walk with their HR and recruiting departments and there are no people of color on their team,” Blair Taylor, a diversity and inclusion consulting co-leader at PwC, told PMI researchers. 

Also, more than half (60%) of project professionals said they work for an organization without one single female in a C-suite role. Only 18% work for organizations with formal mentorship programs to develop female project leaders, and less than half (47%) said senior leadership at their organization is “promoting a level playing field for project professionals of all genders.”

Only 40% said their leadership works at attracting the younger generation of project professionals, while 38% said their organization’s leaders educate project professionals on cultural norms and practices to improve collaboration with global colleagues and customers.

Why Diversity and Inclusion Are Important

The PMI report calls diversity and inclusion not just the right thing to do, but the “smart thing to do.” Research shows that companies with a deep focus on diversity and inclusion have better outcomes. 

For example, those that offer gender-based programming are associated with higher performance – 63% vs. 36%, according to the report. Also, those with culturally diverse leadership have higher organizational performance (85% vs. 61%).

PMI also notes that diversity and inclusion have a powerful impact on how employees, business partners and potential new hires see an organization. 

Diversity and inclusion work together, but represent two different ideas. Rita Mitjans, chief diversity and social responsibility officer at global payroll and human resources company ADP, said in an interview that “diversity is the ‘what’; inclusion is the ‘how.’” 

Diversity focuses on workforce demographics including gender, race/ethnicity, age, sexual orientation, veteran status and other issues. The level of inclusion measures how well the organizational culture promotes and enables the diverse workforce to thrive.

How The Coronavirus Has Impacted Project Management

Rather than see the coronavirus as a reason to put diversity and inclusion measures on hold, organizations should look at the pandemic as a chance to make them a priority. That’s because the coronavirus has altered how businesses approach work.

If organizations are willing to relax policies about people being in the same office for the same time every day – or that everyone needs to reside in the same city, state or country – it gives companies access to a broader talent pool. And remote work, already a trend before the pandemic, has now become a necessity.

“One of the positive outcomes of the current crisis would be that companies embrace, even faster, this idea of a future of work that is more distributed, more independent, more inclusive and more diverse. And that we come out of it with a stronger economy,” Stephane Kasriel, former CEO of Upwork, told PMI.

Once a diverse workforce is in place, organizations must create a culture of inclusion to capitalize on the variety and wealth of diverse talent. That starts with valuing every employee and giving them “opportunities to develop, learn, share their ideas and challenge each other,” according to workplace culture advisor Paul Pelletier.

For organizations that want to succeed in the future, the time to start the process is during the pandemic, not after. 

Learn How to Manage Diverse and Inclusive Project Teams

Villanova University’s Mastering Project Management course, a required course in the Certificate in Applied Project Management program, emphasizes the importance of effectively leading a diverse and inclusive project team. The course also teaches project professionals how to navigate a diverse landscape, manage gender issues in project management and efficiently manage global project teams.