One way to keep up with the latest project management trends is to attend a project management conference. It’s a great way to further your education and learn about new project management software tools that are on the market. For that reason, we’ve gathered information about the major project management conferences that are scheduled for 2025, 2026 and 2027.

PMI Global Summit

• Dates: November 12–15, 2025
• Location: Phoenix Convention Center, Phoenix, AZ, USA
• Estimated Registration Fee: $1,495 USD (PMI members); $1,745 USD (non-members)
• Organizer: Project Management Institute (PMI)
• Target Audience: Project managers, program managers, PMO leaders, portfolio managers, executives

This high-energy summit delivers immersive learning through mega sessions, interactive panels, and workshops led by global thought leaders. Attendees can explore the future of work, AI in project management, and portfolio leadership. The event features hands-on experiences in the Innovation Hub, networking lounges, and exclusive member meetups. With tracks for various levels of experience, it blends career development with strategic insights, making it one of the most comprehensive gatherings in the project management field.

Agile2025

• Dates: July 28–30, 2025
• Location: Gaylord Rockies Resort & Convention Center, Aurora, CO, USA
• Estimated Registration Fee: $1,799 USD (early bird); $1,999 USD (standard)
• Organizer: Agile Alliance
• Target Audience: Agile coaches, Scrum Masters, developers, product owners, team leads, enterprise Agile professionals

Agile2025 is known for its vibrant, inclusive atmosphere and deep technical content. The conference emphasizes storytelling, experimentation, and real-world Agile transformations across diverse industries. Attendees can engage in Lean Coffee sessions, open space discussions, and curated learning paths. The event fosters collaboration through lightning talks, coding dojos, and interactive design sprints, offering a rare opportunity to learn directly from Agile pioneers and peers driving large-scale agility, innovation, and team empowerment in their organizations.

ProjectSummit*BusinessAnalystWorld Toronto

• Dates: June 2–5, 2025
• Location: Metro Toronto Convention Centre, Toronto, Ontario, Canada
• Estimated Registration Fee: CAD $1,995 (4-day pass); CAD $1,395 (2-day pass)
• Organizer: Macgregor Communications
• Target Audience: Project managers, business analysts, change managers, IT professionals, product managers

This multi-track conference blends project management and business analysis with a strong focus on strategic alignment and business value. Attendees can choose from dozens of sessions spanning leadership, digital transformation, agile delivery, and data-driven decision-making. With its small-group workshops and hands-on tools, the event promotes actionable takeaways. It also features a vibrant exhibitor zone, daily networking receptions, and keynote presentations from industry experts and C-level executives who share insights on organizational agility and change management.

FuturePMO

• Date: October 30, 2025
• Location: Novotel London West, London, UK
• Estimated Registration Fee: £495 GBP (early bird); £595 GBP (standard)
• Organizer: Wellingtone
• Target Audience: PMO leaders, portfolio managers, project governance professionals, change managers

FuturePMO delivers a unique single-day format packed with insight and entertainment. The event blends serious learning with creative themes and production, often incorporating gamified sessions, tech demos, and interactive keynotes. Focused entirely on PMO development and evolution, it covers topics like strategic alignment, agile PMOs, and portfolio governance. With breakout roundtables and capability maturity workshops, attendees leave with practical templates and frameworks. The atmosphere is energetic yet practical—tailored to those redefining the role of the PMO.

PMI Global Summit Series Europe 2026

• Dates: May 18–19, 2026
• Location: Sava Center, Belgrade, Serbia
• Estimated Registration Fee: €1,200 EUR (PMI members); €1,400 EUR (non-members)
• Organizer: Project Management Institute (PMI)
• Target Audience: Project professionals, portfolio and program managers, PMO staff, executive leaders

This regional summit provides a highly tailored European lens on global project leadership trends. With content delivered in multiple languages and regionally relevant case studies, it offers practical strategies for leading cross-border projects. The event emphasizes future-ready skills, sustainability, and digital transformation. Unique features include an EU policy roundtable, emerging market panels, and hands-on innovation workshops. It’s a highly collaborative environment where attendees co-create solutions and forge new partnerships with professionals from across Europe.

Agile International Conference (AIC) 2026

• Dates: March 5–6, 2026
• Location: Florida International University, Biscayne Bay Campus, Miami, FL, USA
• Estimated Registration Fee: $699 USD (early bird); $899 USD (standard)
• Organizer: Agile International
• Target Audience: Agile practitioners, team leads, Scrum Masters, transformation managers, software teams

AIC 2026 emphasizes inclusive, cross-disciplinary perspectives on Agile, bringing together voices from software, education, healthcare, and finance. Sessions combine academic research with real-world case studies, encouraging participants to rethink traditional Agile roles. Known for its engaging atmosphere and waterfront campus venue, the event offers panel debates, community challenges, and lightning talks. With dedicated student sessions and diversity-focused programming, it’s designed to inspire transformation across both established organizations and emerging agile practitioners.

AGILE 2026 by Axxess

• Dates: May 4–6, 2026
• Location: Dallas, TX, USA
• Estimated Registration Fee: $1,195 USD (early bird); $1,395 USD (standard)
• Organizer: Axxess
• Target Audience: Agile leaders, healthcare tech PMs, product managers, software developers, enterprise coaches

AGILE 2026 showcases the intersection of Agile thinking and technology innovation. With keynote talks from global tech leaders and a strong presence of healthcare and service industries, the conference delivers deep dives into scaling agility, OKRs, DevOps, and leadership in change. It features live demonstrations of Agile tools, sponsor showcases, and breakout panels on value-driven delivery. The event emphasizes growth mindsets, psychological safety, and culture-building as essential components of long-term Agile success.

Agile Austria Conference 2026

• Dates: January 29–30, 2026
• Location: Austria
• Estimated Registration Fee: €550 EUR (early bird); €650 EUR (standard)
• Organizer: Agile Austria Association
• Target Audience: Agile team members, product owners, Scrum Masters, managers applying Agile at scale

This event combines structured talks with an informal, community-driven vibe that’s common in the European Agile scene. It offers a balance of theory and practice with workshops on Kanban, SAFe, LeSS, and Agile coaching. The event includes leadership roundtables, coding labs, and product discovery sessions. With a scenic location and an emphasis on dialogue over lectures, it encourages meaningful peer exchange, experimentation, and regional collaboration to foster practical Agile improvements across all organization levels.

CMAA2026 – Construction Management Association of America Annual Conference

• Dates: October 4–6, 2026
• Location: Denver, CO (Aurora), USA
• Estimated Registration Fee: $1,095 USD (early bird); $1,295 USD (standard)
• Organizer: Construction Management Association of America (CMAA)
• Target Audience: Construction project managers, owner’s reps, engineers, contractors, CMIT and CCM candidates

Overview: Focuses on trends, tools, and strategies for delivering complex capital construction programs.
CMAA2026 is the premier event for capital construction project delivery, offering sessions on risk management, digital twin technology, project controls, and integrated delivery models. With an expansive exhibit hall showcasing tools and technologies, the conference also includes credentialing info sessions, a student chapter program, and diversity roundtables. The event fosters knowledge sharing between owners, consultants, and builders, focusing on the unique challenges of managing large-scale infrastructure and vertical construction programs across public and private sectors.

CMAA2027 – Construction Management Association of America Annual Conference

• Dates: October 10–12, 2027
• Location: Dallas/Fort Worth, Texas, USA
• Estimated Registration Fee: $1,095 USD (early bird); $1,295 USD (standard)
• Organizer: Construction Management Association of America (CMAA)
• Target Audience: Construction project managers, owners’ representatives, engineers, contractors and professionals pursuing CMIT and CCM certifications

CMAA2027 serves as a pivotal gathering for professionals overseeing capital construction projects. The conference offers a comprehensive program featuring plenary sessions, technical workshops, and an expansive exhibit hall showcasing the latest industry innovations. Attendees can engage in discussions on risk management, digital twin technology, and integrated project delivery methods. The event also hosts the annual Industry Recognition Awards, celebrating excellence in construction management. Networking opportunities abound, fostering connections among owners, consultants, and builders across the sector.

Points of Light Conference 2027

• Dates: June 28–July 1, 2027
• Location: Long Beach, California, USA
• Estimated Registration Fee: $575–$775 USD (varies by sector and registration period)
• Organizer: Points of Light
• Target Audience: Nonprofit leaders, corporate social responsibility professionals, volunteer coordinators and civic engagement advocates

The Points of Light Conference is a cornerstone event for those dedicated to volunteerism and civic engagement. It brings together a diverse array of professionals to share best practices, innovative strategies, and research in the field of community service. The conference features keynote addresses from thought leaders, interactive workshops, and networking sessions designed to inspire and equip attendees to drive meaningful change. Participants leave with actionable insights to enhance their organization’s impact and community involvement.

Academy of Management (AOM) Annual Meeting 2027

• Dates: August 6–10, 2027
• Location: Seattle, Washington, USA
• Estimated Registration Fee: $600–$1,200 USD (based on membership status and registration timing)
• Organizer: Academy of Management (AOM)
• Target Audience: Management scholars, organizational researchers, business educators and doctoral

The AOM Annual Meeting stands as a premier event for the global management and organizational research community. With over 2,500 sessions, the conference offers a rich tapestry of symposia, workshops, and paper presentations across various management disciplines. Attendees delve into cutting-edge research, explore emerging theories, and participate in professional development workshops. The meeting fosters interdisciplinary collaboration, providing a platform for scholars and practitioners to exchange ideas, network, and advance the field of management science.

SMACNA Annual Convention 2027

• Dates: October 24–27, 2027
• Location: Chula Vista, California, USA
• Estimated Registration Fee: $1,000–$1,200 USD (subject to membership and registration timing)
• Organizer: Sheet Metal and Air Conditioning Contractors’ National Association (SMACNA)
• Target Audience: Sheet metal and HVAC contractors, project managers, engineers and industry suppliers

The SMACNA Annual Convention is a key event for professionals in the sheet metal and HVAC industries. It offers a comprehensive agenda that includes technical sessions, business management workshops, and updates on industry standards and regulations. The convention provides a platform for attendees to explore new technologies, enhance their project management skills, and engage with peers and industry leaders. Exhibits showcase the latest products and services, fostering innovation and collaboration within the sector.

ProjectManager is online project and portfolio management software that connect teams whether they’re in the office or out in the field. They can share files, comment at the task level and stay up to date with email and in-app notifications. Join teams at Avis, Nestle and Siemens who are using our software to deliver successful projects. Get started with ProjectManager today for free. 

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That is, it’s a structured approach with defined principles, themes and processes. It focuses on governance, organization and clearly defined roles and responsibilities. While PMP (Project Management Professional) is a certification that validates a project manager’s experience.

What Is the PMP Certification?

PMP certification is a globally recognized credential awarded by the Project Management Institute (PMI). It validates a project manager’s ability to lead and manage projects effectively, using best practices and methodologies established in the Project Management Body of Knowledge (PMBOK Guide).

The PMP certification is widely respected across industries, including IT, construction, healthcare, finance and manufacturing. It demonstrates a project manager’s competence in handling various aspects of project management, including planning, executing, monitoring and closing projects.

Project management professionals obtain PMP certification to enhance their credibility and marketability as skilled project managers. It increases opportunities for career advancement and higher salary potential by giving those who get it a comprehensive knowledge of project management principles and global recognition (the certification is recognized in over 200 countries).

Having a PMP certification is only the starting point. To apply that knowledge, project managers need project management software. ProjectManager is award-winning project and portfolio management software with robust Gantt charts that can schedule tasks, resources and costs. More than that, it can link all four types of task dependencies to avoid cost overruns, filter for the critical path to identify essential tasks and slack, then set a baseline to track actual progress in real time. Get started with ProjectManager today for free.

When to Choose the PMP Certification

The PMP certification is ideal for professionals managing projects across industries who need a globally recognized credential. It’s best suited for those with hands-on experience leading projects and applying diverse methodologies, including predictive, agile and hybrid approaches. PMP is widely accepted in North America, Asia and the Middle East, making it valuable for international opportunities.

It emphasizes project execution, leadership and strategic thinking, making it beneficial for senior project managers and those seeking career advancement. If you work in dynamic environments where adaptability and stakeholder engagement are crucial, PMP provides the frameworks and best practices to succeed.

Comparison: PMP vs. PRINCE2 Certifications

PMP vs. PRINCE2 certifications are both prestigious in the project management field, but they serve different purposes. While PMP focuses on applying project management best practices, PRINCE2 provides a structured framework for project governance and control.

PRINCE2 emphasizes governance, with well-defined processes, roles and responsibilities to ensure project alignment with business goals. In contrast, PMP is centered on execution and offers flexibility in managing projects using different methodologies, including agile, waterfall and hybrid approaches.

Certification structures also differ. PRINCE2 has two levels: Foundation for understanding the framework and Practitioner for applying it in real-world scenarios. PMP is a single-level certification demonstrating comprehensive knowledge of project management principles and practices.

In terms of industry recognition, PMP is globally respected, especially in North America and Asia. PRINCE2 is most widely adopted in the UK, Europe and Australia, particularly for government and public sector projects.

The exam formats reflect their focus. PMP’s test includes 180 questions over 230 minutes, assessing project management knowledge across people, process and business domains. PRINCE2’s Foundation exam has 60 multiple-choice questions focusing on theoretical understanding, while the Practitioner exam involves scenario-based questions that test practical application.

Prerequisites also vary. PMP requires extensive project management experience and formal training, whereas PRINCE2 Foundation has no prerequisites, making it accessible to beginners. However, the Practitioner level requires a Foundation certification or a relevant project management qualification.

Choosing between PMP and PRINCE2 depends on your career goals. If you seek a certification that validates your practical project management skills across industries, PMP is ideal. On the other hand, if you work in a highly regulated environment that values structured governance, PRINCE2 may be a better fit. Some professionals pursue both to diversify their credentials and maximize their career potential.

PMP vs. PRINCE2 Practitioner

The PRINCE2 Practitioner certification is designed for project managers and professionals who want to apply the PRINCE2 framework in real-world projects. Building on the foundational knowledge from the PRINCE2 Foundation level, it focuses on how to tailor and implement the principles, themes and processes to manage projects effectively. It’s best suited for experienced professionals responsible for project delivery, particularly in environments that require structured governance.

The certification involves a scenario-based exam with 68 objective questions to be completed in 150 minutes. It tests the ability to apply PRINCE2 concepts to practical situations. Certification is valid for three years and can be renewed through continuous learning or retaking the exam. While PRINCE2 is traditionally applied in predictive, waterfall-style projects, it can also be adapted for agile teams by incorporating iterative planning and flexible workflows within its structured framework.

PMP vs. PRINCE2 Foundation

The PRINCE2 Foundation certification introduces professionals to the PRINCE2 framework, which emphasizes a structured, process-driven approach to project management. It focuses on the principles, themes and processes that ensure projects remain well-governed and aligned with business objectives. This certification is ideal for those looking to understand the fundamentals of project management in a controlled environment.

The Foundation level is suitable for beginners or team members seeking a solid understanding of project management terminology and concepts. There are no certification prerequisites, making it an accessible starting point for anyone interested in project management.

The exam is scenario-based multiple choice, focusing on theoretical knowledge. Upon passing, the certification remains valid for three years, with the option to renew through continued professional development. While PRINCE2 is traditionally associated with predictive, waterfall projects, its principles can be applied in agile environments by incorporating flexible delivery methods and iterative progress monitoring.

PMP vs. PRINCE2 Agile Foundation

The PRINCE2 Agile Foundation certification combines the best of PRINCE2’s structured approach with the flexibility of agile methodologies. This certification focuses on how to integrate agile principles and techniques into the PRINCE2 framework, enabling project managers to tailor project delivery to be more adaptable and iterative while maintaining governance and control. It’s ideal for professionals working in environments where both structured management and agile flexibility are required.

PRINCE2 Agile is valuable for organizations that require agility within a controlled project management environment. The certification is suited for project managers, team leaders and professionals in agile project settings, particularly where project scope or requirements evolve frequently.

The exam consists of 50 multiple-choice questions, and candidates must achieve a passing score within one hour. There are no strict prerequisites, although a basic understanding of project management principles is recommended. Once certified, the credential is valid for three years, after which it can be renewed through continued professional development.

This certification is ideal for agile teams, as it helps integrate agile methods with PRINCE2’s structured framework, providing a practical and scalable approach for managing agile projects while ensuring control, quality and focus on delivering business value.

PMP vs. PRINCE2 Agile Practitioner

The PRINCE2 Agile Practitioner certification is designed for project managers and professionals who want to apply the PRINCE2 framework in agile environments. It focuses on how to effectively tailor and implement PRINCE2 principles, themes and processes while incorporating agile practices like scrum, kanban and lean. The certification equips professionals to manage projects that require both structure and flexibility.

PRINCE2 Agile Practitioner is ideal for experienced project managers, agile team leaders and those responsible for managing complex projects with changing requirements. To qualify, candidates must have completed PRINCE2 Agile Foundation or hold other relevant certifications, such as PRINCE2 Foundation, PMP, or Certified ScrumMaster (CSM).

The exam consists of 50 scenario-based questions to be completed in 2.5 hours, assessing the candidate’s ability to apply agile concepts within the PRINCE2 framework. Upon passing, the certification remains valid for three years and can be renewed through continuous learning or retaking the exam.

PRINCE2 Agile Practitioner is particularly well-suited for agile teams. It provides practical guidance on balancing agile flexibility with structured project governance, ensuring projects remain aligned with business goals while delivering incremental value through agile iterations.

PMP vs. MSP (Managing Successful Programmes) Foundation

The MSP Foundation certification introduces professionals to the principles and framework of Managing Successful Programmes (MSP), which is designed to manage and coordinate multiple related projects within a program. The focus is on delivering strategic business outcomes and managing organizational change effectively. It is particularly useful for organizations undergoing large-scale transformations or complex initiatives.

MSP Foundation provides a structured approach to program management, emphasizing governance, stakeholder engagement and aligning projects with broader business goals. It is widely recognized in industries where managing interconnected projects is essential, especially in the public sector and large enterprises. The certification is suitable for program managers, senior project managers and those involved in delivering strategic initiatives.

Although PRINCE2 is another project management framework that focuses on the management and control of individual projects, MSP operates at a higher level, ensuring projects within a program align with long-term business strategies. While PRINCE2 supports effective project delivery, MSP Foundation ensures that the collective outcomes of multiple projects deliver sustainable benefits.

PMP vs. MSP (Managing Successful Programmes) Practitioner

The MSP Practitioner certification builds on the foundational knowledge of the MSP framework, focusing on the practical application of program management principles. It equips professionals to manage complex, large-scale programs that involve multiple interrelated projects, ensuring they deliver long-term business benefits.

Designed for experienced program managers, senior project managers and business leaders, MSP Practitioner provides guidance on implementing governance structures, managing stakeholders and aligning program objectives with organizational strategy. The certification is globally recognized and especially valuable in industries undergoing significant transformations.

While certifications like PRINCE2 focus on managing individual projects, MSP Practitioner is ideal for those overseeing multiple projects within a program, ensuring strategic goals are met effectively.

PMP vs. Management of Portfolios (MoP) Foundation

The MoP Foundation certification provides a comprehensive understanding of how to manage an organization’s portfolio of projects and programs to achieve strategic goals. It focuses on prioritizing investments, ensuring resources are used effectively and delivering the greatest value. MoP emphasizes governance and decision-making to balance project risks, benefits and resource demands.

It is best suited for senior executives, portfolio managers and decision-makers responsible for aligning projects and programs with organizational strategy. Recognized globally, the certification is valuable in the public and private sectors where organizations manage complex portfolios.

In contrast, PRINCE2 is a project management framework focused on delivering and controlling individual projects. While PRINCE2 is ideal for project managers handling day-to-day execution, MoP provides a higher-level perspective for those overseeing multiple projects to ensure they collectively achieve strategic objectives.

PMP vs. Management of Portfolios (MoP) Practitioner

The MoP Practitioner certification builds on the knowledge gained at the Foundation level, focusing on the practical application of portfolio management principles. It equips professionals to apply the Management of Portfolios (MoP) framework in real-world scenarios, ensuring an organization’s projects and programs are aligned with its strategic objectives.

This certification is best for portfolio managers, senior executives and decision-makers responsible for prioritizing investments, managing risks and optimizing resource use. By applying MoP principles, certified practitioners contribute to delivering maximum value from an organization’s project portfolio.

While PRINCE2 manages individual projects and MSP oversees programs, MoP Practitioner ensures that all projects and programs collectively drive the organization’s long-term goals.

PMP vs. Management of Risk Foundation

The MoR Foundation certification provides a solid understanding of the Management of Risk (MoR) framework, which focuses on identifying, assessing and managing risks across an organization. It covers principles, processes and techniques to minimize threats and maximize opportunities in project and operational environments.

MoR Foundation is ideal for risk managers, project managers, business analysts and decision-makers who need to apply structured risk management practices. It is widely recognized across industries and provides a comprehensive approach to managing uncertainty at strategic, program, project and operational levels.

While certifications like PRINCE2 focus on project management, MoR ensures that potential risks are proactively managed, contributing to informed decision-making and improved organizational resilience.

PMP vs. Management of Risk (MoR) Practitioner

The MoR Practitioner certification builds on the foundational knowledge of risk management and focuses on the practical application of the Management of Risk (MoR) framework. It enables professionals to apply risk management principles effectively across projects, programs and organizational operations to address potential risks and optimize opportunities.

This certification is ideal for risk managers, project managers and senior executives who manage risks at an operational and strategic level. It emphasizes integrating risk management into decision-making processes and aligning it with organizational objectives.

While the MoR Foundation provides the foundational knowledge, the Practitioner level focuses on applying this knowledge to real-world scenarios, ensuring that risks are managed proactively and comprehensively across an organization.

How ProjectManager Can Help PMP and PRINCE2 Project Management Professionals

PMP vs. PRINCE2 doesn’t matter when you’re tasked with delivering a project. What’s important is that you can plan, manage and track work to get it completed on time and within budget. Regardless of the certification, you’ll find project management professionals using project management software. It’s simply more efficient and effective.

ProjectManager is award-winning project and portfolio management software that is flexible enough to work with any methodology or approach to project management. Our multiple project views allow users to have the tools they want, from Gantt charts for waterfall to kanban boards for agile and task lists, calendar views and more.

Stay Productive With Resource Management Features

Human and nonhuman resources are scheduled on Gantt charts and then, when teams are onboarded, their availability can be set to streamline the assigning of tasks. That means that the right resource is assigned to the right task at the right time, which keeps the project moving forward as planned.

To view resource allocation across one or multiple projects, visit the color-coded workload chart. It makes it easy to see who is overallocated or underutilized and balances the team’s workload to keep everyone working at capacity without threatening burnout. The team page shows their activity on a daily or weekly basis and can be filtered by priority or progress. Tasks can even be updated without leaving the page.

Monitor Cost, Progress and More on Real-Time Dashboards and Reports

PMP vs. PRINCE2 doesn’t change that projects have to be delivered on time and within budget, meeting quality standards. Get a high-level overview of project metrics on our real-time project or portfolio dashboards. The easy-to-read graphs and charts display time, cost, workload and more.

To get into the weeds, use the customizable reports on status, variance, timesheets, workload and more. They can be filtered to show key data points or a more general summary of progress that can be shared with stakeholders. Even our secure timesheets help by tracking labor costs to help projects stay on budget.

Related Content

PRINCE2 vs. PMP is a small, albeit important, part of project management. For readers who are interested in reading more about the subject, below are a handful of links that explore certifications, go deeper into PRINCE2 and more.

• Best Project Management Certifications (2025)
• What Is PRINCE2? Principles, Aspects, Roles & Processes
• Key Project Management Principles & How to Use Them
• Top 15 Project Management Methodologies: An Overview
• The 10 Project Management Knowledge Areas – (PMBOK)

ProjectManager is online project and portfolio management software that connects teams whether they’re in the office or out in the field. They can share files, comment at the task level and stay updated with email and in-app notifications. Join teams at Avis, Nestle and Siemens who use our software to deliver successful projects. Get started with ProjectManager today for free.

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Project management tends to be a hierarchical methodology that has numerous tiers of command. If you’re looking for a job or need to fill an open position, you’re in luck. The below job descriptions are very precise. Let’s take a look at a project director and learn what they do.

What Is a Project Director?

A project director is a person responsible for leading a team of project managers, which can also include contractors, sub-contractors, software developers, web developers, graphic designers, testers, network engineers and other staff that are essential to the project. They work in industries as varied as construction to IT.

Project directors are responsible for the successful conclusion of the project by providing leadership, strategically managing risk, monitoring finances and making sure that each phase of the project starts and ends on schedule. Project directors work within the project’s scope of work (SOW) or function specification documents (FSD).

Project directors oversee more than one project manager because they’re often responsible for overseeing multiple projects. Their oversight is at the strategic level, managing shared resources and finances to make sure each project is progressing on time and within budget. Their leadership position requires that they’re updated regularly so they can make needed adjustments to staffing or finance to align with the broader outcome goals.

The project director is responsible for critical decision-making, such as adjusting the budget and adding resources related to the project governance processes. The project managers report to the project director regularly and the project director then reports to the senior management team. You can find project directors in the office, at the factory or in the field. They tend to travel often to various project-related sites to check on the status of the operation.

Project Management Software for Project Directors

To stay on top of one or more projects, project directors need project management software. ProjectManager delivers real-time data to help project directors make more insightful decisions.

• Generate reports on project and portfolio status, costs, tasks and much more
• Plan programs and balance resources across a portfolio
• Keep stakeholders informed via free guest licenses and tailored dashboards

What Does a Project Director Do?

As noted, the project director comes up with the strategic and operational plans for each of the projects that they’re overseeing. One of the things that a project director does is monitor and report on project milestones, such as financial and programmatic ones.

They’re also responsible for keeping the internal and external stakeholders updated on progress and any deviations from the plans as well as project risks. Project directors work closely with the project managers for each of the projects they oversee and discuss what the projects might need to remain on track.

Project directors develop and test various tactics that can help the projects they manage, from training to delivery mechanisms and public and private sector engagement. It’s part of their job to be innovative and integrate those solutions to better project outcomes.

Main Duties and Responsibilities of a Project Director

We’ve been taking a high-level look at what a project director does, such as the overall management of the project. But there are more than the important tasks of project implementation, financial and administrative oversight, monitoring, reporting and evaluating the project. Here’s a list of the main duties and responsibilities of a project director.

• Coordinate project managers to make sure work is being done properly
• Develop a timeline that captures milestones for projects
• Create budget and monitor finances to ensure you keep to the budget
• Recommend changes to keep projects on track
• Make alternative plans if initial project planning is inadequate
• Present to investors, business partners and company executives
• Review, approve or deny proposals
• Contract with outside agencies as needed
• Manage resources
• Track planned effort against actual effort and make changes as needed

Project Director Skills & Education

Project directors need to have strong skills and a fair amount of education and experience to be considered for a job with so much responsibility. Top of the line is leadership skills. Next to upper management, the project director is the most powerful position on a project and is responsible for its success or failure.

To motivate the project managers and project teams, project directors must marry their strong leadership skills with management skills to execute the various initiatives related to the project.

In today’s digital world, a project director cannot work as efficiently as needed without having a broad knowledge of computer operating systems. This includes project management software that helps plan, monitor and report on projects.

Naturally, persistence and determination are required to see multiple projects through their phases and keep them on schedule and within budget. It can be a very frustrating job and the buck stops with the project director. They need to be able to use initiative to implement ideas.

Any position of this type requires a thorough person who doesn’t do a superficial job. Though they look over several different projects at a high level, they still have to pay attention to detail to manage projects effectively. That includes a good deal of math and excellent verbal and written communication skills.

Regarding education, most positions require at least a bachelor’s degree in business, economics or a related field. Having an advanced degree or certification in project management isn’t necessary but is more often than not what will differentiate you from other candidates in a crowded, competitive field.

Project Director Job Description Sample

Now that we’ve defined what a project director is, what they do and how they differ from project managers, you have the information you need to become a project director or start looking for one in your organization. Below is a project director job description sample. Simply copy and paste it to use in your job listings.

Summary

Seeking a project director for our company to provide innovative approaches to management and coordinate with partners, executives and stakeholders. Will supervise diverse teams across various projects while overseeing project implementation, financial and administrative oversight, monitoring and reporting, as well as continuous evaluation of operations.

Duties and Responsibilities

• Provides strategic leadership and technical, operational, financial and managerial leadership for successful implementation of projects
• Makes sure projects are aligned with overall strategic goals and objectives of the organization and, if not, revises plan to make them so
• Oversees all project implementation related to project management, including monitoring and reporting, financials transactions, execution of project plans and performance
• Selects and manages the training of project teams, assigning clear roles and responsibilities, providing effective supervision and managing performance
• Ensures projects deliver specified results and meet quality expectations
• Creates and manages project budgets
• Regularly updates clients, stakeholders and executives with reports on the progress and performance of projects
• Identify and mitigate project risk to avoid delays and cost overruns
• Follow all regulations related to projects and ensure they’re in compliance
• Guides individual project managers across a portfolio of projects

Requirements and Qualifications

• Advanced degree preferred in a relevant field from an accredited university
• Project management certification preferred
• At least 10 years of experience in a leadership position managing more than one project
• Experience managing, designing, implementing and evaluating multiple projects
• Technical proficiency with industry software and project management software
• Demonstrated interpersonal, management and communication skills
• Strong oral and written skills

What Is a Certified Project Director?

A certified project director (CPD) has obtained a certification recognizing their advanced knowledge, skills and experience in leading and managing multiple, complex projects, programs or portfolios of work. It showcases a high competency level in project management, usually going beyond the skills assessed in certifications for project managers only focusing on one project.

This role exhibits leadership capabilities and a comprehensive skill set in various aspects of project management. A CPD certification involves a rigorous assessment process, such as examinations, interviews and the evaluation of professional experience.

Various organizations offer these credentials, including the Global Association for Quality Management (GAQM), the International Project Management Association (IPMA) and the Center for Project Innovation.

Project Director Salary

The salary for a project director can vary significantly depending on several factors, including experience level, industry, company size, company type, location and education.

For example, according to Glassdoor, the annual pay for a project director in the United States ranges from $106,000-$193,000 per year, with the median annual salary falling at $141,000. Keep in mind that these figures are only for the United States, and salaries for project directors can vary drastically from country to country.

Project Director vs. Project Manager

We’ve mentioned a bit about the relationship between a project director and a project manager, but it’s worth going into more detail as they might seem similar but are different positions. As the project director is a leadership role, so is the project manager. The difference is what they’re leading.

The project director works at a strategic and tactical level. They’re responsible for understanding the broader context of the organization and the changes occurring in the program or portfolio of projects they’re overseeing. They strive to align each project’s approach and impact with the organization’s larger goals and objectives.

Project directors tend to have a lot of work experience and need little direction and supervision. They are leaders, giving direction and guidance to the project managers under them and sometimes the project teams as well.

A project manager, as the name implies, is more of a management position. The project manager implements the plans and agreed-upon approach for the project. Gantt charts are the stock and trade of most project managers and they use them to organize project tasks and resources across a project timeline. These plans are open to review by the project director and executive team.

Sample Project Director Interview Questions

To better prepare for a project director interview, explore these questions and answers below.

Question: How do you ensure that individual projects within a program or portfolio contribute to the overarching strategic goals?

Answer: I establish clear connections between project charters and strategic objectives by working with sponsors to define measurable outcomes that directly support the business strategy. Regular portfolio reviews, where we assess project alignment and contribution, are also critical, alongside cross-functional communication to ensure everyone understands the strategic importance of their work.

Question: How do you handle conflict within project teams or between project managers and stakeholders?

Answer: My approach is to first understand the root cause of the conflict by actively listening to all parties involved. I then facilitate open and honest communication to find common ground and mutually agreeable solutions. If needed, I can mediate and guide the discussion towards a resolution that aligns with project goals.

Question: How do you ensure effective risk management across a portfolio of projects?

Answer: I establish a consistent risk management framework across all projects, including standardized risk identification, assessment and mitigation processes. I also review portfolio risk reviews regularly to identify and address systemic risks and allocate resources effectively to high-priority threats and opportunities.

Question: How do you communicate project status, risks and issues to executive leadership?

Answer:  I know that fast-paced environments require clear and timely communication with executives. I tailor my communication to the audience, providing concise and high-level summaries. I focus on key metrics, potential impacts to strategic goals and proposed solutions or escalations. Visual aids and data-driven reports can also convey information and facilitate informed decision-making.

ProjectManager Is a Great Tool for Project Directors

Whether you’re working towards being a project director or you’re in the market to hire one, you’ll need the right project management tools to do the job well. ProjectManager is online project management software that helps project directors plan, monitor and report on one project, a program or a portfolio of projects. Access to real-time data allows you to respond to the project as it is, not how it was.

Track All of Your Projects on a Roadmap

Manage all your projects on the roadmap view of our Gantt chart. You can filter data to see only what you want to see, whether that’s the scheduled start or finish, planned effort, actual effort and more. This high-level view helps project directors allocate resources across their projects. By setting a baseline for each project, you can also monitor the project variance to make sure you’re on track.

Monitor Projects With Real-Time Portfolio Dashboard

Another tool for project directors is the real-time portfolio dashboard, which gives you a high-level view of all your projects. The dashboard requires no setup, as with inferior products, and automatically collects and calculates six project metrics: health, time, cost, workload, tasks and progress. It’s like getting a portfolio status whenever you need it with real-time data to make better decisions.

Our software also gives you a portfolio projects view which shows a list of all the projects you’re managing. You can get to any of the projects by clicking on them on this page. There’s project information and more data you can see at a glance. For resources, there’s a workload page that lists all the users in your account and shows their allocation, vacation time and more, so you can balance the workload and have more productive projects.

Related Content

• 10 Key Project Roles & Their Responsibilities
• Top 30 Project Management Skills
• Top 10 Project Management Qualifications
• Best 12 Project Management Certifications

ProjectManager is award-winning software that gives project directors the tools they need to strategically manage projects. We have features that help them plan, monitor and report across multiple projects, manage resources and all on a collaborative platform that connects teams whether they’re in different departments or different parts of the world. Join the teams at organizations such as NASA, Siemens and Nestle who are delivering success with our tool. Get started with Project Manager today for free.

The post What Is a Project Director? Role, Responsibilities and Salary appeared first on ProjectManager.

What Is a Project Sponsor? A Definition

A project sponsor is an individual who offers financial resources to fund a project. Besides securing the project financing, a project sponsor might also propose the project’s business case, establish a project vision and set the project governance guidelines. The project sponsor is also usually responsible for the project’s return on investment and the impact it has on the organization. Once the project is approved, the project sponsor supervises the project management team from a high-level standpoint, while project managers oversee the daily project activities.

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Does the Project Sponsor Fund the Project?

While it’s typical for the project sponsor to secure funding for the project, they aren’t responsible for funding it altogether. The sponsor has a larger role than funding, as they work to approve expenditures and allocate the necessary funds to initiate and complete the project.

Think of the project sponsor as the person ensuring the project aligns with the organization’s strategic goals. Their primary role is to offer strategic direction, authority and support to ensure the project is successful.

Project Sponsorship

Project sponsorship can vary depending on the project and organization. For example, in a sole proprietorship, the project sponsor is the business owner who hires a project team to execute a project. In the case of an IT project for a large organization, the project sponsor might be the chief information officer who will work with an IT project manager and a group of team members. In other cases, C-level executives and senior managers can be the executive sponsors of a project.

Project sponsors and project managers need a project management tool to collaborate and make sure their projects are successful. ProjectManager is robust project management software with all the tools needed to plan, schedule and track projects from ideation to completion such as Gantt charts, kanban boards and timesheets. In addition, ProjectManager has real-time dashboards, collaboration features and project reports that help project sponsors keep track of multiple projects and communicate their progress to their organizations.

Project Sponsor Role

The project sponsor is responsible for many aspects of the project, from initiating and ensuring project feasibility to tracking project progress and assessing its outcomes. The role can be broken into three parts: project vision, project governance and value or benefits realization.

Establishing the Project Vision

• Ensures the business case is valid and aligned with the business proposition
• Aligns project with business strategy, goals and objectives
• Stays informed of project events to keep the project viable
• Determines the feasibility of a project
• Defines the criteria for project success and how it fits with the overall business

Establishing Project Governance Guidelines

• Ensures the project is aligned with the strategic objectives of his organization
• Maintains organizational priorities throughout the project
• Offers support for project organization
• Defines project roles and reporting structure
• Acts as an escalation point for issues when something is beyond the project manager’s control
• Gets financial project resources and approves the resource plan drafted by the project manager
• Decision-maker for progress and phases of the project

Setting Goals and Estimating the Project Benefits

• Ensures that risks and changes are managed
• Helps to ensure project controls and review of processes
• Oversees the delivery of project value
• Approves deliverables
• Evaluates project status and progress
• Helps with decision-making
• Oversees project quality throughout project phases

Project Sponsor Responsibilities

Project sponsors play different roles in each phase of the project life cycle. Here’s a quick overview of the main roles and responsibilities of a project sponsor for each project management phase.

Project Sponsor Responsibilities During Project Initiation

Project sponsors are responsible for reviewing and approving project proposals to ensure they’re aligned with the strategic planning of the organization. They might also offer input to ensure the proposal will be approved by senior leadership to help secure funding.

Related: Project Proposal Template

The project sponsor selects the project manager during the initiation phase, and they give that project manager a clear mandate and context for the project and set the level of their authority.

During the project initiation, the project sponsor ensures the project is appropriate for the organization, offering input on the project charter and participating in the kick-off meeting. The sponsor helps with the decision-making during this phase.

Project Sponsor Responsibilities During Project Planning

For the planning phase, the project sponsor is checking to make sure the project plan is realistic and feasible. This accounts for time restrictions and whether or not the team is tasked with expectations they cannot meet.

The project sponsor can help resolve issues, too, if they’re beyond the scope of the project manager. If there are other projects in play, the project sponsor is making sure they’re working together and not against each other.

Project Sponsor Responsibilities During Project Execution

For the implementation and control phases, the project sponsor should work with the project manager, but not overstep boundaries. The project sponsor evaluates the project’s actual progress against what was planned and provides feedback to the project manager as necessary.

Sponsors also help the project manager and teamwork more autonomously to solve issues as they arise, while ensuring that processes are being followed. They identify underlying factors that might cause problems and celebrate the completion of milestones.

Project Sponsor Responsibilities During Project Closure

During the closing phase, the project sponsor is part of the post-mortem evaluation of performance and other aspects of the project. They make sure that handoffs and signoffs are done properly. Project sponsors help facilitate the discussion that decides whether a project was a success or failure.

Overall, a project sponsor helps to streamline communications. They create trust and collaboration and keep problems from escalating. In terms of issues, they set up the instrument to identify problems with the schedule, cost and quality. In that sense, they’re also in charge of making sure risk management is successful. Finally, they also encourage record-keeping for historical data storage.

Now that we better understand the project sponsor role, let’s compare it against other similar project management roles.

Project Sponsor vs. Project Manager

As stated above, the project sponsor differs from the project manager because the project manager is in charge of the day-to-day operations of the project management team through the planning, scheduling, execution and closing phases of a project.

The project sponsor, on the other hand, supervises the project from a high-level standpoint that requires them to understand how projects align with their organization’s strategic planning. This mindset allows them to prioritize project ideas depending on which will bring the most benefits to their organization.

Project Sponsor vs. Project Owner

While the project sponsor is mostly concerned with securing the financial resources for a project and getting it started, a project owner is an individual who’s accountable for the overall failure or success of a project. He’ll work closely with project managers to make sure things go as planned and reports back to the project sponsor.

Project Sponsor vs. Executive Sponsor

While the project sponsor and executive sponsor may be terms used interchangeably, there are subtle differences between these roles, especially in large and complex organizations. The project sponsor is more directly involved in the project, acting as the person responsible for the project’s success. They provide support, resources and guidance to the team, helping to bridge the gap between the team and senior management.

An executive sponsor, on the other hand, is a high-level advocate for the project, focusing on the big picture. They are more strategic-minded and ensure the project aligns with the overall organizational goals. In addition to advocating for the project at the organization’s highest levels, they help remove significant organizational roadblocks and secure executive buy-in and support.

Project Sponsor vs. Project Champion

There may be some overlapping characteristics between a project sponsor and a project champion, but these are two distinct roles. Typically, a project sponsor holds a formal, senior-level position within the organization. They have the authority to allocate resources, approve budgets and make essential decisions. The project sponsor can also provide resources and ensure the project delivers on the expected business value.

Project champions play a more informal role in influencing the project. They may or may not hold a senior-level position, and their influence comes from their passion and enthusiasm for the project. The project champion can help motivate and inspire the project team, offering encouragement and support to move the project forward.

Project Sponsor vs. Project Stakeholder

The project stakeholder can be confused with the project sponsor because of the similar titles. However, their roles and level of involvement with the project are very different.

A project stakeholder is anyone who’s affected by the project to some degree. There are internal project stakeholders such as a company’s board of directors, shareholders and employees and also external project stakeholders such as government regulatory agencies, landowners, etc. The project sponsor is usually part of the organization that owns the project.

What Skills Should a Project Sponsor Have?

Project sponsors are usually senior managers or executives who excel at leadership, financial planning, strategic planning and business management. They need the ability to think strategically and have the foresight to anticipate potential challenges and opportunities, guiding the project accordingly.

Strong communication and interpersonal skills allow them to effectively communicate with various audiences, while problem-solving skills help them develop creative solutions when complex problems arise.

However, to succeed in their project sponsor role, they should be experts in project portfolio management and have project management skills such as project planning, scheduling and tracking. This pairs well with a project sponsor’s ability to identify and mitigate risks, as they can spot potential issues before they derail the project.

How ProjectManager Helps Project Sponsors & Project Managers

Project sponsors need regular status updates. ProjectManager has a number of tools that help you get your tasks done on time and under budget, and then communicate that success to your project sponsor.

Plan, Schedule & Track Projects With Gantt Charts

For example, with our online Gantt chart, when team members log on and complete the tasks assigned to them, the project progress updates in real time. This helps you stay on schedule and provides a visual way to update your project sponsor on the schedule.

Monitor Projects at a Glance With Real-Time Dashboards

ProjectManager also has a real-time dahboard that displays live project data. These charts can be filtered to display just the data that the project sponsor wants, and then shared digitally or printed out for a presentation. If you’re meeting with the project sponsor, take your software with you. You can easily access it if any questions arise that demand a deeper dive into the data.

Project sponsors need this sort of transparency: they feel a part of the process and can provide the guidance they’re tasked to deliver to keep the project aligned with the organization’s business objectives.

Related Content

There’s a lot to learn about being a project sponsor. For that reason, we’ve created blogs, guides and templates to help you better understand all the different aspects of this role.

• How to Start a Project Management Career
• 10 Key Project Roles & Their Responsibilities
• Top 30 Project Management Skills
• Top 10 Project Management Qualifications
• Best 12 Project Management Certifications

Project sponsors are one of the many gears that drive a project to a successful end. They’re especially important as they have the power to approve or disapprove changes to keep projects aligned with business strategy. Therefore, you want to keep them well informed. If you want to integrate the project sponsor better, try ProjectManager for free with this 30-day trial.

The post What Is a Project Sponsor? Roles and Responsibilities vs Project Managers appeared first on ProjectManager.

Here’s a screenshot of the whiteboard for your reference!

What Is IT Project Management?

IT project management consists of applying project management principles to information technology projects. It involves planning, executing, monitoring and closing IT-related initiatives to ensure they align with business objectives. As this industry is constantly changing thanks to rapid technological enhancements, these projects must be completed on time to keep up with the competition.

Key aspects of IT project management are scope, schedule, cost, resource and risk management. Common IT project examples include IT system implementations, data center migrations, network infrastructure upgrades, software development or cloud computing deployments.

IT Project Manager Job Description, Skills & Qualifications

What does a project manager in IT do? Jennifer described an IT project manager as one who oversees the process of planning, executing and delegating responsibilities around an organization’s IT pursuits and goals, often with the help of IT project management software.

That sounds a lot like what a project manager does in any industry. For clarification, she went on to note some unique aspects of the job, by detailing the skills and qualifications needed to work as an IT project manager:

• Technical management skills
• Technical understanding including hardware, software, network, infrastructure, security, etc.
• Ability to analyze information and glean insights from data
• Good at informing others and at communicating with many different teams
• Capable of staffing many different roles
• Excellent at problem-solving
• Strong data center management skills
• Advanced resource planning, capacity planning and task scheduling skills

IT Project Manager Salary and Job Outlook

When it comes to an IT project manager’s salary, there is a broad range. In the U.S., this role can earn anywhere from $95,000 to $125,000 per year. Entry-level positions typically earn less while those with specialized skills and experience can earn considerably more. Key salary factors include location, experience, certifications, company size and industry. For example, IT project managers in finance or technology may offer more compensation.

The job outlook for IT project managers is overall positive. According to Gartner, worldwide IT spending is expected to grow to $5.74 trillion in 2025, a 9.3 percent increase from 2024. According to Zippia, the technology industry is the highest-paying for project managers, while project manager employment is expected to increase by 7 percent from 2023 to 2033.

Career Paths for IT Project Managers

If you’re interested in becoming an IT project manager but you’re not sure where to start, consider an entry-level position as a project coordinator or assistant. This is a great way to get hands-on experience supporting IT project managers. Volunteering to manage IT projects for a nonprofit organization can also build your portfolio.

Those who already work in IT may want to transition into a project management role. In this case, consider obtaining certifications such as a PMP (Project Management Professional), CAPM (Certified Associate in Project Management) or agile certifications like a scrum master. These can demonstrate your knowledge and commitment to project management. Don’t be afraid to attend industry events or conferences, or use platforms like LinkedIn to connect with IT professionals.

Preparing an IT Project Manager Resume

To land your dream job as an IT project manager, ensure your resume is as strong as possible. The top of your resume should include a customized summary for each job you’re applying for. Here, highlight relevant skills, technical expertise and leadership abilities. When showcasing your experience, list them in reverse chronological order, with your most recent position at the top. Quantify your results whenever possible (ex: reduced downtime by 20 percent) instead of using general language.

As IT projects are incredibly technical, be sure to emphasize technical skills on your resume. List any relevant hardware, software or programming languages you know and highlight proficiency in areas like cybersecurity or cloud computing. With this knowledge, you can use your resume to showcase your skills and land your next job.

IT Project Management Job Plan

To get that position as an IT project manager, Jennifer said, you’ll want to first look at what skills, experience and training you already have. Now compare that to the skills, experience and training necessary to land that IT project management position you’re after.

Where are the gaps in your skills, experience and training? Once you’ve identified them, you can begin to create a plan and work towards filling those holes in your resume.

Related: Using the STAR Method to Crush Your Next Interview

What About IT Project Management Training?

Training is always helpful for IT positions, especially if you lack real-world experience. Jennifer listed the following training courses that deal with the specific needs of an IT project manager.

• IT PM: Project management training that deals with technology, such as infrastructure, hardware, software, networks, etc.
• ITIL: Information Technology Infrastructure Library covers the best practices used to develop and execute IT service management for a company.
• ITSM: Information Technology Service Management teaches how to deliver end-to-end IT services for a company.

What About Scrum, Agile and Other Certifications?

Jennifer added that some people ask her how Scrum and Agile or other certifications fit in. She said it often has to do with your organization.

While it’s true that Scrum and Agile are often thought of in terms of managing IT projects, that’s not always the case. Those ideas have seeped into project management writ large. But more importantly, not all IT projects use them, so it’s not a deal-breaker.

Transcription:

Today we’re talking about how to become an IT project manager, and IT meaning information technology. And when someone asks me that, I love it because I know they’re intentional, but it really depends on how to get there for their career path.

So let’s take a look at some options. It depends on if someone starts in IT. They could be a techie or they could be some other role in IT already, so they have an interest in the project management piece.

They could also be non-IT, meaning they could be in a different business unit. Maybe like operations, marketing, or even finance. And they could be a project manager for those type of projects or they could be some other role.

So again, they have an interest in becoming a project manager for the IT part of the project.

So some people ask, “Well, what about Agile and Scrum? How does that fit in?” And it really depends on your organization, and it really depends on the type of projects you work on. Not every project is managed using the Agile or Scrum methodology, so you may not need it.

So let’s look at some…the job description, and let’s look at some common skills and qualifications that companies look for.

So the job description is, the project manager oversees the process of planning and executing and delegating responsibilities around the organization’s IT pursuits and goals.

So some of the job skills they look for is someone with technical management and a technical understanding. They wanna make sure the project manager has an understanding of how maybe the hardware or the software, the infrastructure, maybe network and security, all fit together.

They also wanna make sure that the person can analyze information because, in IT, there’s a lot of data and metrics that go. So they have to be able to take that information and glean insights for the project.

They also need to be good at informing others because, typically on IT projects, there are different types of things, again, people working on the infrastructure, the software, the hardware, that have to integrate and communicate.

Also, staffing the roles on the project, problem-solving things that come up, data center management. So typically, the technology is in data somewhere. It could be within the company or it could be somewhere outsourced by a third-party vendor.

And then also, it’s very important to understand advanced project management tools for resource planning and advanced scheduling feature. Something like a projectmanager.

So here are…when you’re looking at the career path, how to get there, so you wanna look at the skills, experience, and training that you have already, and you want to compare that to an IT project manager and the specific type of projects you’re interested in working in.

So look at the specific skills, experience, and training that you need or is required. And with that, you find the gaps, and that’s what you use to build your custom plan for you.

So let’s talk about some of the training. So with that, you will need project management training. But there’s also a specific IT training dealing with technology, specific understanding how to manage projects around infrastructure, hardware, software, maybe again networks, and now, security is so important.

But some people ask about ITIL and ITSM. So what does that stand for? So ITIL is Information Technology Infrastructure Library. It’s not project management. What it is is best practices used to develop and execute IT service management for the company.

And so ITSM is, again, Information Technology Services Management, and it’s how you deliver end to end IT services within the company.

So hopefully, that helps to delineate what some of the terms mean, understand what the description of the role is, and some of the requirements for that.

So if you need a tool that help you become an IT project manager, then sign up for our software now at ProjectManager.

The post How to Become an IT Project Manager: Career Paths, Resume Tips & More appeared first on ProjectManager.

What’s amazing about people is, that despite the external forces at play on our constitution, we can always be influenced by attitude. If your coworkers or managers can motivate you, suddenly that hidden resource is tapped, and you’re ready to get up and go again with renewed energy and focus.

Leaders can motivate and inspire through communication. Great leaders are charismatic and articulate, and they use these attributes to rally the troops. You’ve probably heard or read some of those famous speeches that have helped people at their lowest reach for the highest aspirations.

The following is a collection of some of the best motivational speeches, chock-full of inspirational words, sure to motivate you when you need it most.

Allyson Felix, The Olympic Spirit — and How You Can Tap Into It, 2024

Allyson Felix is an 11-time Olympic medalist. In fact, she is the most decorated track and field Olympian in history. Beyond her inspiration as an athlete, she is also incredibly motivating outside of her sport. She understands firsthand how to navigate setbacks in all areas of life. Live from the 2024 Summer Olympics in Paris, Felix discusses how to thrive under pressure and find a purpose that extends beyond winning. In this motivational speech, she provides tangible tips that will resonate with everyone, regardless of where they are in life.

Barack Obama, DNC Speech, 2004

Before Barack Obama became the first African-American President of the United States, when he was little known outside the grassroots activist community in Chicago, he was given a national platform as the keynote speaker at the Democratic National Convention in 2004. He acknowledged what everyone was likely thinking and how surprising it was for him to be addressing the audience at the convention. But he started by stating his roots, which were not dissimilar from other Americans, who constitute, after all, a nation of immigrants. He infused the audience, nation and even the world with a sense of hope for the future. After this speech, he continued to connect with people and motivate them to elect him four years later to the highest office in the land.

Related: How to Manage Better with Transformational Leadership

Jim Carrey, Commencement Address, Maharishi University, 2014

From the sublime to the ridiculous, even comic actors like Jim Carrey can find inspirational words to motivate. At this point in his successful career, Carrey moved from celluloid buffoon to philosophic guru. That change was first on display at this speech for the graduates of Maharishi University in 2014. He told these future managers that they should never settle for less than what they want. He illustrated this by talking about his father, who could have been a comedian but chose the safe route of accounting—a job he eventually lost. That life lesson wasn’t lost on Carrey, who saved the world from one more accountant.

Related: The 25 Most Inspiring Leadership Quotes

Steve Jobs, Commencement Speech, Stanford, 2005

Commencements tend to bring out the motivational speeches, and who would expect any less than the best from Apple CEO Steve Jobs. The man who inspired a company to become one of the most successful in world history, and who motivated people to want his products with a zealousness almost unheard of, was the go-to guy for rich insights. At this speech at Stanford, he tells three stories: the first is about dropping out of Reed College, which he said was the best decision of his life. That led to the creation of a company he loved and built up, only to later get fired from. But that dismissal leads to Apple. Finally, he spoke of being diagnosed with pancreatic cancer. These challenges, any of which could have sent another spiraling to the depths of despair, taught him to become more resilient and fight harder for what he wanted.

Related: 10 Strategies to Motivate Your Team

Ed Mylett, Your Imperfections Are Your Greatest Asset, 2023

Ed Mylett is a globally recognized speaker, coach, entrepreneur and best-selling author. He uses platforms like YouTube, TikTok and Instagram to share what he has learned as a businessman, father, husband and philanthropist. In this motivational video, Ed delves into facing your imperfections head-on instead of hiding from them. He notes how humans can leverage these imperfections for the better to help them chase their dreams and achieve their goals. To further drive home his points, Mylett uses his personal anecdotes to inspire others. You only need 15 minutes to gain incredible insight from this motivational video.

Al Pacino, Any Given Sunday

Speeches are fiction of a sort, so it’s not surprising that some of the most inspirational speeches can be found in the arts. The football film, Any Given Sunday, is a perfect example. What’s more cliché than the coach inspiring the team to get back on the field and win after being humiliated? But not every coach is as motivating as Al Pacino. When he delivers what has become the “The Little Things You Do Daily Matter” speech on the importance of working together, the actor and script combine to create something bigger than both.

Related: 10 Consistency Quotes to Help You Keep Going

Bill Gates, Commencement Speech, Harvard, 2007

Surprisingly funny and insightful, Microsoft founder Bill Gates’ Harvard commencement address shows a side of the successful entrepreneur that might not have been visible through the glare of fame and fortune. He is probably Harvard’s most famous dropout, but he acknowledged that the university’s environment of energy and intelligence was inspiring. He noted that education is important but so is knowing the wider world.

J.K. Rowling, Commencement Speech, Harvard, 2008

Harvard has the pull to get Bill Gates, sure, but J.K. Rowling, too? Yes! The Harry Potter author uses inspiring words to offer lessons she learned late and wished others had told her earlier. Rowling was a poor, single mother before her writing shot her into the financial stratosphere, but she doesn’t romanticize poverty.  Beyond the humiliation and depression of being poor, she feared failure, and yet it was a failure that gave her the lessons she needed to succeed. That might be unexpected, but it’s also motivating. Who doesn’t have experience with failure? And we can all succeed.

David Foster Wallace, Commencement Speech, Kenyon College, 2005

Regardless of whether you ever finished his famous tome Infinite Jest, the writer David Foster Wallace was smart, troubled and often densely convoluted. But he could be plainspoken and was at his best in this commencement speech, published as This Is Water. He opens young minds in this speech to the fact that as educated as they might be, they can still hold a closed mind. Such narrow thinking puts us out of perspective and falsely tells us we’re the center of the universe. We’re not, and worse, by thinking this way we lose sight to the interconnectedness of the world. We’re all in it together. How’s that for motivating you to do good?

Brené Brown, the Power of Vulnerability, 2014

Brown is a researcher whose speech on the power of vulnerability is excerpted in this animated video. Vulnerability is not often a topic that inspires and motivates people. We’re all too familiar with being vulnerable. But Brown notes that it’s the fear of failure or of not being good enough that makes us put up walls. These boundaries make it hard to connect with others. But it is by connecting with a larger whole that we can achieve our greatest good and see our own worth reflected in the product of our collaborative process. Empathy is a choice. Make it.

Related: Teamwork Quotes: The 25 Best Quotes About Working Together

Sheryl Sandberg, Harvard Business School Class Day, 2012

In this famous speech that launched the Lean In movement, Facebook exec Sheryl Sandberg deconstructs the idea of the career ladder. She is more interested in opportunities that can make an impact rather than titles. The linear path as a plan might work for some, but it can become too rigid and leave people on the sidelines, missing the real exciting stuff that doesn’t follow a set plan. She also throws away the traditional wisdom that says successful people are not emotional. She’s all about passion and sometimes that emotion is going to come out strongly. You don’t want to become an automaton.

Oprah Winfrey, Commencement Address, Stanford, 2008

Oprah motivates daily. If you’ve ever seen her TV show, then you’ve seen how she can whip up an audience. She does that and more with these inspiring words for the Stanford class of 2008. She knows that the personal touch is the most impactful and shares moving incidents from her life, including her feelings, failures and happiness. The bottom line is that even a success as massive as Oprah’s came with its share of heartaches. You must persevere.

Turn Motivation Into Results with ProjectManager

You’re motivated. Now what? It’s time to take the creative energy and put it to work. Get productive with ProjectManager. ProjectManager. is an online work management tool that can help you and your team accomplish your goals, no matter how lofty.

You’re ready to work and ProjectManager is here to help. Start with your idea and break it down into small tasks that will get you there. Those tasks can be set up in the task list view, which has due dates, room for comments and attachments—everything you need to take control of your work.

If you want to get really productive, then you’ll want to get others to help. ProjectManager has a collaborative platform that makes teams work better together. You can stay in contact with anyone on your team, and get valuable feedback from them. Two heads are better than one!

There’s even a kanban board view, which is a way to visualize your workflow and easily get organized. The board is broken down into columns and cards. The columns are stages and the cards are tasks. As you work on your tasks, you simply move the cards from column to column until it’s done. It’s so easy!

Kanban boards help with transparency, too, so you know where everything is in terms of production. Because you’re working on one card or task at a time, it also helps to keep you focused on what you’re doing. ProjectManager helps you manage workflow to avoid bottlenecks and turn that motivation into results.

Motivated? Now that you’re ready to take over the world, you’ll need the right tools to turn that inspiration into success. ProjectManager is a project management software that is cloud-based, so you get real-time data to make accurate decisions. Get motivated and try it out with this free 30-day trial.

The post 12 Best Motivational Speeches That Will Change Your Life appeared first on ProjectManager.

These actions can be annoying, but if the lazy coworker doesn’t impact your work, then simply avoid them. Don’t hold onto resentments. On the other hand, if their laziness starts to affect your work life, then you need to address it.

But first, do a little soul-searching. Are you just being judgmental? Does the lazy coworker trigger you? Before you start tattling and spreading toxic emotions, try speaking to the person. Communications are key. If it’s too embarrassing to speak about in person, reach out via email or other online collaboration tools. It could all amount to a simple misunderstanding.

But if you can’t work out the issue with the lazy coworker, then what? You might have to report the person to your superior. Before you escalate the issue, though, try these 13 tips for dealing with a lazy coworker.

1. Don’t Let Your Feelings Fester

Yes, ignore the petty issues. But if there is a real problem, the worst thing you can do is ignore it because then you’re just going to sit and stew. This will pollute your entire person in time.

Naturally, you first need to determine if the problem is small. If it’s not, then be proactive and do something about it. Nothing rash, of course, but the first step is acknowledging that there’s a problem. Then next step is letting the person know. After that, well, it depends on how the lazy coworker responds.

2. Deal with the Lazy Coworker Head On

If the lazy coworker ignores their own work and asks you to do it instead, don’t. Sometimes you need to just stand up and say, “No!” It’s as simple as that. Now helping once or twice is called teamwork. You’re all in this thing together. But once it becomes habitual, then that’s called enabling. You’re becoming part of the problem and not the solution.

3. Focus on Your Own Work

While a lazy coworker can undoubtedly be a distraction, one of the easiest ways to deal with the problem is to focus on your own tasks. Continue to perform and execute your work to the best of your ability without letting your frustrating coworker drag you down.

In some cases, you might find yourself taking on work that’s outside of your responsibilities. The last thing you want is for this to detract from your tasks and cause larger issues. If this is the case, be sure to communicate with your manager or supervisor so you can find a solution.

4. Offer Some Guidance

Maybe your lazy coworker isn’t really goofing off; they’re just in over their head. They might need some help. That doesn’t mean you’re going to do their work for them, but it could mean that you’re going to tell them how to manage their tasks and workload so they can be more efficient and productive.

5. Understand the Potential Underlying Issues

A little bit of empathy can go a long way in understanding why your lazy coworker acts the way they do. Laziness can sometimes be a symptom of a deeper problem such as personal issues, burnout or a lack of motivation.

While there isn’t any excuse that justifies this type of behavior at work, consider where your coworker is coming from and approach the situation with as much empathy as possible.

6. Be Dispassionate

When you can’t avoid the problem, and the attempt at guiding them back on track wasn’t fruitful, then you’re going to want to communicate more firmly what the problem is and how it’s impacting you and others. It’s important to try and resolve the issue yourself first, but don’t go into that conversation with a hot head. If you’re upset, then wait, and even if you’re angry, don’t speak from a place of anger. You want to state your case professionally and dispassionately. If this doesn’t work, well, at least you tried.

Related: How to Negotiate in the Workplace: A Practical Guide

7. Talk to Someone About Your Lazy Coworker

If you’ve talked and nothing comes from it, before doing something like lodging a complaint, seek outside counsel. No, you’re not going to need to hire a lawyer (hopefully!), but you can use a friend as a soundboard and maybe get some perspective on the situation. Do you have a mentor, someone who’s been around the block? They might offer insights that can help you resolve the problem.

8. Use Positive Reinforcement

In the case that you catch your lazy coworker putting in true effort, be sure to acknowledge and praise their work. Even something as simple as a “Great job!” message on Slack or an email thanking them for their work can help encourage them to keep it up.

If their contributions benefit the team and the project, let them know. Emphasizing this team angle can help them feel valued and motivated to accomplish their tasks.

9. Don’t Gossip About Your Coworker

While it’s suggested you talk with someone about the problem, that’s different than gossiping and complaining. Yes, you’re frustrated, and so there is a tendency to get that off your shoulders by sharing it with coworkers.

Gossiping might alleviate your frustration momentarily, but it’s not a long-term fix. Plus, your negative comments are likely to get back to the person, and that will only make the matter worse. If you talk to the lazy coworker directly, you can control the situation better, but if they pick up on office gossip then they’re going to get resentful and the cycle will continue.

Related: The Dangers of Self-Serving Bias at the Workplace

10. Don’t Enable Their Laziness

You could think that by picking up the slack you’re doing them and yourself a favor. After all, if there’s work to be done, then someone’s got to do it. Why not you?

This isn’t dealing with the problem, though. It’s a passive way of avoiding it, and such inaction will backfire on you. You’ll burn yourself out, or you’ll grow resentful. Either way, what might feel like an easy way to solve the situation is really just prolonging it until it becomes something worse.

11. Keep a Good Attitude

A lazy coworker that impacts your work is also going to influence your attitude. You might feel that if they’re not doing any work, well, then you won’t either! That’ll show’em!

Unfortunately, this little act of rebellion will only put you in the hot seat. Instead, do your work, and try and ignore the laziness of others. But if you do feel that bitterness rising to the point that it affects your personality, then you know that action is required.

12. Talk to Your Manager About Your Lazy Coworker

While it’s never ideal to bring interpersonal issues to your manager, sometimes it can’t be avoided. Again, you should try to work these problems out by talking with the person, but if they are a bad boss and don’t listen, or tell you that you don’t have the authority to tell them what to do, then go to that person in the office who does.

This is especially true if their laziness is impacting the business. Then, frankly, it’s no longer an interpersonal matter, but one that could jeopardize the project or the company.

13. Keep Documentation

Once you’re sure that the problem isn’t your thin skin and that it cannot be ignored without detrimental impact on the business, then it’s time to approach the manager. When you do, make sure you have a strong case. That means before going to a superior you start documenting the actions (or inactions) of the coworker, so that their infractions are clear.

Don’t be a snoop, but you should collect any issues as they arise in a file. So, if it comes to it, you’ve got evidence. You might not even have to name the person, but just mention that some people are not carrying their weight. Either way, when it becomes a bottom-line issue, then it’s one that must be brought up to the boss.

How ProjectManager Helps with Lazy Coworkers

There’s one more thing you can do to help a lazy coworker get out of their rut: give them the right tool to make them work better. You might even spark some enthusiasm if you get them to use ProjectManager, which organizes projects and tasks, fosters team work and holds people accountable.

ProjectManager gives managers a window into the lazy worker’s productivity, so it’s not like you won’t be able to track their progress. For example, there’s a workload page with a color-coded chart that shows how much each person is working and if they’ve too much or too little responsibilities. This provides transparency, so you don’t have to micromanage but still can stay updated.

There’s also the Team page, which shows what everyone is working on this week. That way, no one can skate by with an empty plate.

Maybe your coworker isn’t lazy, they’re just not a self-starter. ProjectManager makes it easy to assign them tasks and then track their progress on a real-time dashboard, so you don’t feel the need to hover over them. Given that sort of freedom, a lazy worker might bloom into a exceedingly productive one.

But a lazy coworker might just be lazy. Don’t worry. ProjectManager makes them accountable for their work. You can attach all the important files and requirements for their assignment to the task and even comment and dialogue with them at the task level, to make things clear. There’s no way they can say their dog ate the homework, where it’s all present and accountable ProjectManager.

Maybe your lazy coworker is just not equipped to handle the work, and they need better tools to get the job done. ProjectManager is a cloud-based project management software that supplies real-time data and provides a collaborative platform for teams. Give your team the right tools, and watch them go from lazy to productive. Take this free 30-day trial and see for yourself.

The post 13 Ways to Deal with a Lazy Coworker appeared first on ProjectManager.

First, you should be equipped with the requisite experience and a resume that sums it up. Then there was the cover letter that was attached, where you expanded on why you’re a good fit for the position and the company.

The interview is the last hurdle, but unlike those other steps, you can’t take your time composing the perfect pitch. Yes, you should have prepared yourself for what might be asked. You could even meditate before and arrive in a state of quiet preparedness, but you still can be thrown a curve. Don’t worry: there’s hope if you learn the STAR method for answering interview questions.

What Is the STAR Method? An Interview Technique

The STAR method is a structured way to respond to behavioral interview questions that one might encounter during the interview process. It’s an acronym that stands for situation, task, action and result, which are four aspects that need to be addressed in a behavioral interview question. These behavioral questions are situational, such as, “How would you balance workload across a team?”

The STAR method is basically a process to help you take one of these questions and break down your response into a four-step answer that will satisfy the person interviewing you. It not only answers the question, but it allows you to put it in context and show your ability to respond.

• Situation: To begin, describe a related situation or task from a previous job, volunteer experience or anything that’s relevant. Describe a specific situation and establish context. Don’t generalize or offer a litany of your accomplishments, but speak directly to the question as posed. Be detailed enough that the person asking the question is informed.
• Task: Once the context is clear, then go to the specific task that you had to do. Be clear about what that task was. It should relate to the question asked and whatever ability the interviewer is looking to evaluate. It’s crucial that the task is set up with clarity and relevancy so that you can take the next step in the STAR method—action.
• Action: Describe the action you took to deal with the situation or task. Be detailed, but only so much as to answer the question. Stay on topic. Don’t use this as an opportunity to go off on tangents about your other skills. Focus on what you did in the situation to resolve the task and keep that focus on you. So, be specific about your actions and your contribution. Use first-person singular, and don’t talk about us or the team. Don’t take credit for others’ work, but only talk about what you did, regardless of whether it was within a larger group or team context.
• Result: Now comes the time where you explain the outcome of the task due to your actions. Take credit for what you did. This is not the time for modesty. Explain what happened, how did the situation or task resolve itself, what did you accomplish, did you learn anything, etc.? Your answer should be positive, of course, and can speak to several positive results.

The STAR method works if you follow the steps and are specific and not overly detailed in your answers.

STAR Method Resume Tips

When it comes to putting together a STAR Method resume, several strategies can help you convey your relevant skills and accomplishments to land an interview. Tailor each STAR story to the job you’re applying for by highlighting the skills and qualifications listed in the job description.

Instead of using vague generalizations, use concrete examples. Any bullet points should be concise, strategically structured and easy to read. Whenever possible, use strong action verbs such as “implemented,” “analyzed” and “developed” to help quickly get your point across.

If you can, quantify your results using percentages, numbers or other metrics. For example, instead of “increased company sales,” say “increased company sales by 20 percent” to make your accomplishment more tangible. Each STAR Method resume bullet point should provide the context, action and results of your experience.

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Prepping for Behavioral Interview Questions with the STAR Method

Before you go into the interview, there are ways to prep, so that your answers are at the tip of your tongue. For one, think back on recent examples where your behavior or action showed leadership or resolved some problem or task.

Prep yourself by having a library of situations memorized in short, descriptive ways, so you can pick and choose which is most appropriate to the question. Make sure those descriptions are tied to a story that begins, has a middle and ends. You don’t want to find yourself at a dead end.

Remember, keep it positive even if the situation or task didn’t end that way. It’s about you and your actions, which should always be in a positive light, regardless of how things turned out. That said, don’t makeup stuff. Be honest and stick to the facts. They’ll speak for themselves, and interviewers can usually tell when someone is making more of something.

Related: What Are Your Strengths & Weaknesses? Ace This Interview Question

Again, specifics over-generalizations are going to win your case. But don’t repeat the same thing over and over again. It’s best to have a few different types of examples and ones that come from different times in your life and work experience.

STAR Method Examples During an Interview

Now that you got the structure down, the bare bones, so to speak, it’s time to flesh it out with some practical STAR method examples.

Interview Question: “How did you handle a stressful situation?”

• Situation: A stressful situation I handled was a company event in which all the C-level executives were there as well as customers. It was a fundraising golf tournament, put on by us to serve the customer base and raise money for the organization.
• Task: I oversaw registration, which included fielding questions about the course, game, scoring, etc. At the time of my task assignment, I knew nothing about golf but didn’t want to show my ignorance to my boss or the customers I served.
• Action: The first thing I did was cram. I learned everything about the club that was hosting the event, the course, the gift shop and even what the restaurant served. Then I read about the game, learned the rules and how to score. For example, I found out that a mulligan allowed you an extra stroke if you didn’t like the shot you took.
• Result: I came to the event confident and was able to handle all the questions I was asked. Instead of feeling anxious, I was loose and all smiles. I had fun and helped others enjoy the event, too. It was a roaring success. Now I’m a golfer!

Interview Question: How would you get a potential customer to commit to a large purchase in spite of budget constraints?

• Situation: A potential customer was interested in placing a large purchase order but was hesitant because of budget constraints.
• Task: I needed to demonstrate the ongoing value of the product and persuade the client to make the purchase.
• Action: I conducted a detailed needs analysis, presented a customized solution that aligned with the client’s budget and provided a clear ROI projection. I also offered a flexible payment plan to help the customer feel more comfortable.
• Result: The client signed a contract for a $50,000 purchase, which helped me to exceed my quarterly sales target by 15%.

Interview Question: “When you were overly tasked, how did you prioritize?”

• Situation: It was a perfect storm. I had a deadline beating down on me. There was another team member who couldn’t start his task until I finished mine, and there was a bad flu going around. A lot of people were out sick as a dog. My manager had to saddle me with their work on top of my own, and their tasks were just as critical and time-sensitive.
• Task: It was clear that if I was going to keep us on our production schedule, I had to prioritize. The first thing I did was list everything I was expected to do.
• Action: Then I looked at which of those tasks were dependent on another. They were of the highest priority because if I neglected them, I would be blocking other team members and jeopardizing the timeline for the project. There were other tasks that were not as important, so they went to the bottom of my list. I began working on the high-priority ones, seeking help from others when it was available, and working through lunch, of course. I wasn’t leaving the office until those tasks were complete. I managed to finish the most important ones and even had time to get the less critical ones done.
• Result: The project didn’t suffer a setback! I was able to learn from the experience how much I need to always be prioritizing, so I have a clear path through my day about what must be done and what can wait another day.

Interview Question: How would you handle a project that’s behind schedule?

• Situation: A critical software development project was behind schedule and at risk of missing its launch date. This would have a major impact on the budget and would impact stakeholder relationships.
• Task: I needed to get the project back on track and ensure it was completed on time using as little budget as possible.
• Action: I conducted a thorough review of the project plan, identified bottlenecks and reallocated resources accordingly. I facilitated daily stand-up meetings to improve communication and track progress. I also worked with the development team to prioritize tasks and streamline the workflow.
• Result: I was able to recover the project! The project was completed on time and within budget, resulting in a successful product launch and a 10% increase in team productivity.

Interview Question: “How do you deal with conflict in the workplace?”

• Situation: At one of my first jobs, a coworker and I were always at odds. I’m not sure why. It was personality, I guess. But we had to work closely together, and I couldn’t just avoid him.
• Task: Of course, I had to deal with this. It was not something I was going to bump up to my boss. They have more important manners to deal with. If I can’t work with a diverse group, then I’m not worth having as an employee.
• Action: The first thing I did was read up on peaceful conflict resolution. There is actually a lot of literature on it. The first thing I did was talk to the person, but not talk to them. I listened. I learned that I was always using their favorite mug for my coffee in the morning; that was an easy fix. There are certainly less clear-cut examples I could bring out, but the action was always the same. Listen, emphasize, show compassion and work together to clear things up.
• Result: Not surprisingly, the two of us worked better together than ever, and the boss saw that. I can’t say we became best buds, but the tension that was felt by not just the two of us was no longer hanging over the office. I’m sure everyone was happier about it.

Did you get the job? Once you’re hired, then you continue to use the STAR method to help structure answers to questions. It works for all sorts of situations, but it’s only a start. Communication is key, but so are the tools to get the job done. ProjectManager is a cloud-based project management software that is also a great communications platform. It keeps teams collaborating and helps managers assign and track project progress. Try it today with this free 30-day trial.

The post Using the STAR Method to Crush Your Next Interview: Examples, Resume Tips and More appeared first on ProjectManager.

When it comes to choosing a management style, there are many things to consider. For instance, what is the culture of the company, the personality of the executives and the business environment? What kind of project management tools do you use; are they collaborative or planning-based? Choosing a management style is a personal decision, one of great import. Your decision will influence every aspect of your business, project and team.

Let’s take a deep dive into top-down vs bottom-up management to get to a fair conclusion. From there you can narrow the field and make the appropriate choice. We’ll discuss examples of top-down vs bottom-up management, look at different organizations and more.

What’s Top-Down Management?

Also called autocratic leadership, top-down management is the most common form of management. It is hierarchical, with a chief executive office (CEO) who sets the course for the entire company. Their leadership is then carried out through a succession of executives, middle management and finally down to the bottom of the totem pole.

In top-down management, everything from the workplace to the business systems is all determined by upper management, and then it’s passed down the chain of command. Each role is responsible for carrying out the mission as stated by the higher-ups, without much room for comment or criticism. While some lower-level managers might join the decision-making process, ultimately the final decision rests with the C-level executives.

Traits of a Top-Down Manager

Top-down managers may also be called directive or autocratic managers, exhibiting traits that define their leadership style. Many of them share common characteristics.

• Confident decision-makers: Make decisions independently with minimal or no input from subordinates. Their authority is concentrated at the top of the hierarchy.
• Provide authoritative instructions: Provide clear, specific and detail-oriented instructions to clearly define and communicate expectations.
• Emphasize compliance and control: Monitor performance and ensure compliance, prioritizing adherence to rules, deadlines and procedures.
• Delegate tasks: Prefer to maintain control over key processes, so they delegate tasks instead of empowering subordinates to make decisions.
• Don’t emphasize collaboration: May prioritize how an individual performs over team collaboration, as input from subordinates may be seen as less valuable.

Top-Down Management Examples

Let’s consider some behavior examples to better illustrate the top-down management style.

Issuing Directions

An example of top-down management behavior may revolve around issuing directions. Instead of asking for team input on an upcoming marketing campaign, the manager sends out an email that details the campaign’s strategy, audience and execution plan. Or, if there’s an issue with a software release, the manager immediately dictates the solution without consulting the development team.

Task Management and Control

Regarding task management and control, a top-down manager may closely monitor every aspect of task execution and provide detailed instructions. Even an employee who has worked at the company for years may not have the autonomy to publish website updates without submitting them for approval. Top-down managers want to approve even minor decisions, preventing team members from taking initiative.

Strict Adherence to Procedures

Finally, this type of manager may focus on strict adherence to established procedures, even when flexibility is helpful. For example, if a current workflow isn’t the most efficient way to manage a new product launch, a top-down manager wouldn’t make changes as they prioritize compliance over problem-solving.

Examples of Top-Down Organizations

As noted, most organizations use top-down team management. Any company with an executive ladder (with a CEO on top, then middle management, then team leaders directing team members) is structured in such a way.

Obvious examples are the Trump Organization, Helmsley Hotels and Martha Stewart Living. Regardless of your opinion of the people leading these companies, they all have strong personalities, which become the faces of their respective companies.

Pros and Cons of Top-Down Management

The pros of top-down management aren’t always immediately clear to low-level employees, but they are there.

Clarity if the Leader Knows their Stuff

One of the advantages of top-down management is that it sets clear goals and expectations, as goals are delivered by one person, and that message is not diluted by committee or multiple voices. Because the law is laid down from on high, the employees don’t have to be distracted by participating in the process of decision-making. This gives them more time to focus on their tasks.

The top-down management style requires a strong leader, and there are benefits to this type of leadership. It makes it easier for middle management; they have direct orders and can act on them quickly without second-guessing or trying to decipher mixed signals.

This isn’t to say a top-down leader should be simply shooting from the hip. These types of management structures work best when the leader has done due diligence, researched and considered all angles of how the decision will impact business and employees.

Lack of Buy-In if the Leader is Weak or Dictatorial

On the downside, the idea of a powerful personality leading the company can veer from thoughtful and careful stewardship to something more dictatorial. If that happens, buy-in from employees suffers and morale sinks, which in turn impacts the ability for the business to stay competitive and be successful.

Furthermore, if the CEO of the company is not a strong personality, then they’ll be less likely to take on the necessary responsibilities, and the business will pay the price. Therefore, this type of management approach is not for every organization, especially those that are looking for more creativity to help them reposition themselves.

What’s Bottom-Up Management?

The idea that “two heads are better than one” is the primary reason that some companies don’t apply a top-down management approach. There could be a lot of talent in the ranks, which would be wasted in a top-down environment. Or, the leadership is not skilled and knowledgeable enough to lead decisively. In these cases, bottom-up management is recommended.

The broad definition of bottom-up management is it’s a structure where the whole organization participates in the process of leading the organization. This collaborative method gives employees a say in how to accomplish the overall goals and objectives of a business. Bottom-up management utilizes their unique perspective from the front lines of the work.

Teams are autonomous and are assembled by skills and experiences, which are then trusted by managers. These teams are self-directed and decide on the best way to accomplish their tasks, rather than receive orders and only then act on them.

Related: 6 Tips for Developing Cross-Functional Teams

Traits of a Bottom-Up Manager

A bottom-up manager, also called a democratic or participative manager, strives to empower their team and prioritizes collaboration. Many of them have the following traits.

• Empower team members: Delegate authority and responsibility to their team members as they trust them to make informed decisions.
• Prioritizes collaboration: Foster a collaborative and supportive team environment, encouraging open communication and knowledge sharing across all members.
• Boosts employee morale: Prioritize each employee’s well-being and satisfaction as they strive to create a positive and inclusive work environment.
• Emphasizes feedback: Encourage and value feedback from all levels of employees, even those below them to improve their processes and performance.
• Decentralized decisions: Encourage team members to participate in the decision-making process as they value diverse perspectives and input.

Bottom-Up Management Examples

Now, let’s explore various examples of bottom-up management to better understand their traits.

New Process Implementation

If a new process is being implemented, a bottom-up manager would organize a team brainstorming session to gather input from all team members. They prioritize this diverse perspective and want to get ideas from everyone involved.

Listens to Concerns

When team members have concerns or suggestions about processes, a bottom-up manager shows empathy and respect. For example, if an employee is unable to finish a task due to having too many other tasks on their plate, the manager would welcome this feedback and work to create a solution.

Flexible Work Schedules

Even something as simple as providing a flexible work schedule is an example of bottom-up management behavior. If an employee has to go to a doctor’s appointment or work shifted hours for one day, they would have the ability to do so with an understanding manager.

Examples of Bottom-Up Organizations

While still in the minority, more companies are embracing the bottom-up style of management. The approach is seen in the way some businesses are approaching projects, if not in their overall administrative process.

For example, The New York Times and even staid businesses like Ernst & Young and IBM have all tried the bottom-up management approach at the team level. Everyone should be a part of the decision-making process, at least in the subsets of the organizations. As these experiments prove fruitful, more companies will come on board and even adopt the style for their full administration.

Pros and Cons of Bottom-Up Management

The advantages of bottom-up management are clear to people who are not employed at the top tier of an organization.

Gets the Most Out of a Team’s Talents and Dedication

One advantage is that bottom-up management can retain talent, keep morale high and get project buy-in since it gives lower-level employees a voice. Because the whole organization feels part of the process, the company is more likely to improve productivity. If everyone feels ownership in the overall goals and objectives of the company, they will likely be more dedicated to its cause.

Furthermore, the ability to get the most out of an employee is one of the great benefits of bottom-up management: it allows for the full talents of employees to be used. Those employees who are lower down the corporate ladder are often the ones who are interfacing with customers and dealing with the nuts and bolts of what a company does. Therefore, their input, which is not considered in a top-down management approach, is a competitive edge in bottom-up management. Sometimes this even leads to business process improvement.

Too Many Voices & Ideas Slow Business Agility

In terms of disadvantages, having employees a part of the decision-making process can slow things down or have the company follow unproven ideas that dead end. This can cost precious time, losing time to market, allowing the competition to take advantage.

A glut of ideas is not always the best way for maintaining high business agility. Given the high number of choices, it can be difficult to discern the best one. This may require more time for research in order to make an educated choice. Or, once a decision is made, that choice might not be followed consistently, causing the company to pivot without rhyme or reason.

There’s also the issue of ego. If everyone is vying to get heard, they might be motivated by self-interest rather than the overall goal of the project and company. This creates division and conflicts that are not good for business.

How ProjectManager Helps Whatever Style You Use

ProjectManager is award-winning software that is used to help organize projects by tens of thousands of teams, including Volvo, the US Postal Service and NASA. What’s unique about our software is its flexibility. It can help manage your marketing plan or project, whether your company’s style is top-down or bottom-up.

Traditional Tools for Top-Down Teams

Our software is designed to work in more traditional environments, where the plan comes from the top and is structured in clear phases from start to finish. Our Gantt chart project view collects all your tasks on a timeline, breaks up the larger project into manageable phases with milestones and links dependent tasks to prevent bottlenecks down the line.

The view gives a lot of control to the manager of the project, who can then assign specific tasks to their team.

Tools for Agile Teams, Too

If your company likes a more agile framework, with self-directed teams working collaboratively in short bursts, then our software can easily cater to your needs. For example, our kanban board is a great way to collect backlog items and then plan sprints, giving teams the reins to manage themselves, while managers still get transparency into the process.

Whatever way your business is organized, you’re going to want data to track progress and make sure your initiatives are moving forward as planned. We have several ways to monitor your project. Our cloud-based software delivers real-time data to a dashboard that automatically charts several project metrics, and one-click reporting prepares you to relay the latest info to your team.

Dashboard charts and reports can be easily shared, so top-down organizations can keep their stakeholders in the loop and bottom-up organizations are able to keep everyone on the same page. We have the features to suit any management style.

The Choice is Yours

The differences between top-down and bottom-up management are significant, each with their pros and cons. The decision, of course, is up to you. Now that you know about these two opposing leadership structures, which will you choose?

Leadership knows that productivity can increase with dynamic software, regardless of the management style. ProjectManager is a cloud-based project management software with online Gantt charts for project planning, kanban boards for team collaboration and real-time reports for better decision making. Whatever type of leader you are, try it today for free with this 30-day trial.

The post Top-Down vs. Bottom-Up Management: What’s the Difference? appeared first on ProjectManager.

However, project managers are not a monolithic group. They have a wide variety of skills, which include technical know-how, business acumen and leadership skills. Additionally, within the field of project management, there’s a range of project manager titles and roles, which we will explain further.

Different Types of Project Managers by Industry

Across industries, if there’s a venture with a beginning, middle and end that results in a good or service, there’s a project manager who is overseeing its progress and making sure that it meets a set of budgetary and scheduling goals. There are roles of a project manager that are more structured and others that are not. These are some of the more common industries that have established project manager titles.

• Construction Project Manager: Requires management knowledge paired with an understanding of the design and construction process. Construction project managers also plan construction timelines, manage contractors and track materials.
• Architectural Project Manager: Like a construction project manager (and they often work closely with construction project managers) this PM coordinates with the design team, communicates with clients and ensures quality control.
• Insurance Claim Project Manager: Manages and oversees the restoration of a client’s property or belongings after an event, including demolition and construction if necessary. This role requires a lot of document management and adherence to protocol.
• Engineering Project Manager: Sees a product or device through its stages of research, development, design and manufacturing, from concept to finished product. Engineering project managers also coordinate with various parties to ensure satisfaction upon project completion, from stakeholders to suppliers to contractors.
• Software/IT Project Manager: Beyond the common project management skills, these managers typically have a background in software development, computer science, information technology, management of information systems and other related fields. Common IT project management responsibilities include managing sprints, tracking bugs, and planning hardware rollouts.
• Marketing Project Manager: Bridges the gap between marketing strategy and execution. This role helps define the scope and objectives in collaboration with marketing teams and stakeholders.
• Systems Project Manager: Oversees projects related to IT systems of varying complexity. In addition to defining the project scope, this role helps oversee the implementation of IT systems and coordinates with technical teams and vendors.
• Agile Project Manager: Also called a scrum master, this role guides agile teams in collaboration, adaptability and continuous improvement. They focus on interactive development to help teams work efficiently within agile frameworks.
• Electrical Project Manager: Plans, executes and completes electrical construction or engineering projects. They ensure projects are delivered safely and oversee the installation, testing and commissioning of electrical systems.

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5 Tiers of Project Manager Titles

Many different project manager titles can exist in any industry. It can get a bit daunting. However, there is a hierarchy as people work their way up the professional ladder, which can be separated into five major categories.

• Project Coordinator: This entry-level position is administrative. Project coordinators generate and distribute reports to the project team, stakeholders and others, as well as function as general assistants to the management team.
• Project Scheduler: This position is usually employed for larger projects. Schedulers use scheduling software and other tools to input data and update files. It’s a technical job that requires a great deal of familiarity with computers, but little actual management.

• Assistant Project Manager: The title can be somewhat misleading in that the assistant project manager doesn’t always directly assist the project manager. However, they are assigned specific tasks to manage and meet regularly with the project manager to report on progress and issues.
• Project Manager:  A project manager runs the project by themselves or leads a management team. They often delegate tasks to assistants, report to stakeholders, oversee budgets and schedules, and are responsible for bringing projects to successful conclusions.
• Senior Project Manager: In larger organizations, senior project managers are responsible for running multiple projects at the same time and determining which should take priority.

Entry-Level and Senior Project Manager Titles

Of course, there are many more job titles than those listed above, which can make posting a job listing and filling a position difficult. What does the title mean? Let’s look at some of the titles that are commonly used when searching for someone to join the project management team and discern what they mean.

Entry-Level Positions

• Project Administrator: A project administrator is considered an entry-level position, working as support for a single project. They handle logistical, administrative and organizational tasks so project managers can focus on strategic planning and execution.
• Project Support Officer: Assists project manager, from administrative to more managerial tasks. They assist with project documentation, tracking, risk management and more.
• Project Planner: Develops, maintains and communicates project schedules and related plans to ensure a clear roadmap for project execution. They also help with resource planning, dependency mapping and critical path analysis.
• Project Controller: Mostly regulated to industries such as construction and engineering, helps with administration and other support duties. They identify schedule variances, develop budgets and track resource utilization.
• Document Controller: Responsible for controlling the numbering, filing, sorting and retrieval of electronic or hard copy produced by project teams. This role helps ensure documents are accessible to authorized personnel and manages revisions to ensure only the latest files are used.

These positions are not so different than other supporting roles in project management and resumes or job listings can align closely to them.

Then there are more managerial positions. Some of them have been already listed in the section on the tiers of project managers. Here are a few that didn’t fall into that category.

Senior-Level Positions

• Project Leader: Just a different title for the project manager, with the same duties and responsibilities.
• Program Manager: Program managers are responsible for overseeing the planning and execution of programs.
• Program/Project Director: A senior position, a project director manages a project portfolio and often is the head of the department.
• Head of Program/Project: Manages entirety of project organization, a senior, C-level executive.
• Manager of Project Managers: A senior position, in larger organizations they might be referred to as VP of project management, responsible for overall direction and management of projects.
• Chief Project Officer: Leads group and provides organization, prioritization, resource supply, support and internal consulting.
• Project Portfolio Manager: Like a program manager, but oversees a larger collection of projects, programs, sub-portfolios and operations to achieve strategic objectives.
• Project Portfolio Office Executive: Develops and leads a strategically oriented project portfolio management office.
• Program Management Office (PMO) Executive: Leads the program management office, with the objective of greater value from the program.

Certifications for Project Manager Titles

To secure a formal project manager title and advance your career, it’s important to earn recognized project management certifications. Here are some widely recognized and respected certifications.

1. Project Management Professional (PMP): Issued by the Project Management Institute (PMI), the PMP showcases expertise in leading and directing projects. In addition to significant project management experience, it requires passing a rigorous exam.
2. Certified Associate in Project Management (CAPM): Also issued by the PMI, this is an entry-level project manager title for those with less project management experience. It requires passing an exam, testing fundamental project management knowledge.
3. PRINCE2 (PRoject IN Controlled Environments): AXELOS is the issuing body for this certification. It focuses on a process-based methodology for effective project management and is widely recognized in the UK and Europe, especially in the IT and government sectors. Learn more.
4. Certified ScrumMaster (CSM): The Scum Alliance is the issuing body for this certification. It demonstrates an understanding of scrum framework and the ability to facilitate scrum teams. It’s highly relevant in agile project environments and requires passing a training course and online exam.
5. Agile Certified Practitioner (PMI-ACP): Issued by the PMI, this certification showcases knowledge of agile principles and practices across agile methodologies. It requires agile project experience and passing an exam.

Project manager positions aren’t always so clear-cut. The lines between them are often fuzzy and many of the positions that organizations are looking to fill are more like a hybrid of two or more of the formal distinctions.

The needs of your company and your clients will dictate how you parse the duties of project management and spread them over a team and organization. This overview of project manager titles should help you prioritize which project management positions you need to fill at your company.

ProjectManager Has Features for Every Project Manager Title

ProjectManager is online project management software that can manage a project from initiation to close and helps every kind of project manager fulfill their duties.

Project managers, regardless of their field, plan and schedule projects. ProjectManager has online Gantt charts that facilitate this task. With our Gantt you can link dependencies, set milestones and assign work to team members—planning and scheduling has never been easier.

Project managers need to monitor the progress of the project, and ProjectManager has more than one way for them to get all the project data they need. Because the software is cloud-based, status updates are instantly reflected on the easy-to-read dashboard. These provide a high-level view of progress across six project metrics.

One-click reporting allows project managers to filter data for a deep dive or a more broad strokes picture. Teams might need to get in the weeds, but stakeholders will only want the big picture. Project managers can quickly filter the reports to show just the information they need when they need it.

ProjectManager is online project management software that has useful tools regardless of where you land on the chain of project command. From planning to monitoring progress in real-time to making a report with merely a keystroke, ProjectManager has the features you need to work more effectively. Try it today by taking this free 30-day trial.

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