In an ideal world, project managers put together a realistic timeline of project milestones that the whole team can complete with no changes to the deliverables during (or after) completion. However, as much as we prepare for any anticipated challenges along the way, project lifecycles never really go as planned, and the project manager is placed in a position to pivot direction, adjust schedules, communicate the updates with the team, redistribute workload, or even reset project expectations for everyone involved. With that many moving parts, it’s easy for scope creep to occur: the project evolves into something different from what it was originally.

Scope creep in project management happens frequently, especially if guardrails aren’t set in the beginning stages of the project with the customer. Changes during the project can cause major disruptions to workflow, with the team constantly asked to shift directions in order to achieve the requested outcome. This can inevitably cause inefficiencies, breakdowns, and delays in delivering a new project outcome.

However, there are ways to prevent this scenario from occurring. It’s important that project managers recognize what causes scope creep, how it can affect the work and the team, and how they can best manage scope creep when it happens.

Let’s first define scope as it relates to a project to better understand how we can apply this to project management.

What Is the Definition of Project Scope?

Project scope is an extensive planning process that involves some moving parts:

• Anticipated time a project will take to complete
• Timeline and estimation of resources approved by higher management/leadership
• Resources needed to ensure the project can be completed within expected standards
• Communication methods and initial team updates before rollout
• Tasks assigned to each team member to which they are responsible for fulfilling

Typically, a project manager orchestrates this entire process, carefully arranging timelines, working around schedules, and ensuring timely delivery of the project outcome. A project’s scope can also inform the project manager of any potential roadblocks or challenges that could impact the entire team.

Now that we understand project scope, let’s get into the definition of scope creep in project management.

What Is Scope Creep In Project Management?

To define scope creep in project management: it is when the requirements of the project exceedingly increase during the project’s lifecycle, resulting in changes to normal procedures or different deliverables than initially planned. This can throw a wrench into the timeline, resources, milestones, and intended project completion date as the team tries to navigate around the change requests.

Project managers need to be mindful of each new request as it comes in, ensuring that the changes are manageable and within scope. If not, a further discussion needs to be initiated in order to avoid the negative effects of scope creep and keep operations running smoothly.

What Are The Causes Of Scope Creep In Project Management?

There are a few reasons why scope creep in project management occurs:

• Little to no internal review of change requests – Scope creep can happen when the stakeholder’s change request to a project is not carefully reviewed by the project manager or other leadership. When this internal checkpoint is missed, the team carries on with added components to the project using the same amount of resources they originally started with. This can cause a variety of delays and setbacks, which in turn, can produce the need to have additional meetings to resolve the timing issues. While this prolonged process can be detrimental to the team when it occurs while a project is active (especially if the project manager or team lead cannot evenly distribute the workload), it can lead to productive conversations about the team’s limitations and the guardrails that need to be in place in order for scenarios like this to be avoided in the future. However, this is not an effective or proactive practice.
• No limitations – The importance of setting guardrails in the beginning stages of a project is paramount as it determines what the project is not. Similar to understanding the nature of the project and how it impacts the organization’s bottom line, so does the definition of what the project does not do. If no boundaries are established, this puts the project at risk for numerous unnecessary changes and can careen the entirety of the project out of scope. This can cause inefficiencies in the timeliness of meeting deadlines and delivery. No limitations can also impact your resources and stretch your team thin.

• Ineffective communication to stakeholders and internal teams – Lack of communication is one of the common reasons why scope creep occurs in project management. This usually leads to two kinds of miscommunication issues:

  • Communication with the team: Keeping the team up-to-date builds transparency and modifies expectations so there are no big surprises. However, if the team isn’t made aware of potential shifts to the project scope or is given the opportunity to provide feedback about their ability to handle the requests, this could prove disastrous for the project and any others happening simultaneously. Without valuable input from the team and a way for everyone to communicate with each other, the project won’t be set up for success.
  • Communication with the stakeholder: Another key component of communication in project management is being clear with the stakeholder and outlining the team’s process for transparency. This is supplemented, in part, by having a solid understanding of the client and their expectations regarding updates, feedback, and final results. If the project manager or team lead cannot align the organization’s expectations against the client’s, there will be many opportunities for the project to turn into something else entirely.
• Evolving project requirements – The main driver behind scope creep in project management is consistent change requests from the stakeholder. This typically happens while the project is ongoing or after delivery. It’s normal to receive constructive feedback during the process, which can help with the overall quality of the product and the satisfaction of the consumer. After all, the goal is to produce a product or service in line with the stakeholder’s vision. However, there are situations where the number of requests can be drastic enough that the project manager will need further approvals to get the project moving in a different direction. Not only does this push out the timeline and cause disruption to the workflow, but it can also cause the leadership group to take a step back and reassess whether the project is in line with what the organization can accomplish given the nature of the requirements coming from the client. This can be an awkward process, leading to clarifying discussions with the stakeholder, who could be forced to withdraw from the process.
• No internal process management – Another reason why scope creep occurs in project management is the lack of an effective internal process. This could be due to a variety of reasons including:
• • The organization is just getting started, which means internal procedures are still being realized.
  • Standard operating procedures are not clear or consistent with current business practices.
  • Lack of viable communication platforms that connect the whole team together.
  • The absence of a robust project management system can help the project manager coordinate a pipeline for project completion.
  • The leadership team is overwhelmed with their own workload and cannot actively contribute to the efficiencies of internal project workflows.
  • Staff is overwhelmed with an uneven distribution of work and frequently bypass processes in order to meet deadlines.
  • A talented project manager with the right skill set to organize various projects has yet to join the team.

There are numerous contributing factors as to why an organization’s internal process management may be inefficient. And they can certainly vary from long-term adjustments to quick fixes. But if unchecked, these can result in consistent scope creep, which can produce unwanted consequences.

• Inability to raise issues – Proactively raising issues before the start of the project can help avoid repercussions down the pipeline. Scope creep can often be a result of not raising potential issues (and subsequent solutions to these problems) during the initial stages of project implementation. When prospective challenges are brought up early, the team can have some additional time to brainstorm strategies, offer their proposed solutions to the client, align expectations, and save some precious time down the road.

Scope creep is typically a result of poor communication and a lack of guardrails. To protect the bottom line and the team, it’s important to understand how scope creep can impact your organization.

Effects of Scope Creep In Project Management (and how to prevent it!)

Scope creep in project management can have varying degrees of impact on your team and your organization’s output. Let’s take a look at some effects of scope creep.

• Changes to the schedule – It’s common for changes in a project’s timeline to shift according to unexpected situations internally and externally. A well-informed, swift, and empathetic approach to decision-making on behalf of the project manager can lead to a gentle adjustment to the timeline, while still meeting milestones in a realistic manner. However, there’s a point where changes to the schedule can often delay the production workflow, causing a whole restructuring of the project’s timeline and a shift in resources. For example, a stakeholder decides to introduce their own team to the intended deliverable by the end of the week. While the expediency of project completion was not anticipated, the resources at your organization are able to meet this deadline. After the team has achieved this and submitted the intended product, the stakeholder takes longer than expected to provide relevant feedback to see if it has met expectations. After a few follow-ups, which has already caused multiple shifts in the timeline, the stakeholder finally responds past the time their feedback was due that they would like to make some adjustments by a certain date. This triggers a variety of action items for the project manager:

  1. Review of the timeline to see if the request is manageable
  2. Update to the team regarding feedback and potential next steps
  3. A potential meeting with relevant leadership to discuss next steps moving forward
  4. If approved, dates adjusted to accommodate and changes reflected for team members to see
  5. Team members pulled in to meet the deadline
  6. Update client that deadline can be met, but with guardrails in place moving forward

  Changes in the schedule can cause a ripple effect that reverberates across the whole team. The project manager puts in additional work to reorganize and construct a new timeline based on late feedback from the client. Accommodating this request can be considered out of scope for the project, leading to higher levels of stress for the staff.

• Increased costs – Scope creep can also heavily impact the organization’s budget. If a stakeholder adds more requirements or changes the nature of the project mid-way, the organization is likely to go over budget. For example, let’s say a client decides they wanted one service at the start of the project. Then halfway through completion, the client comes back to the project manager and says they need an additional three services added to their package. Not only does this drastically increase the scope of the project, but it also forces the team to see if they have the resources available to meet this change. Additionally, the costs also extend to the employee’s time. Likely, as the project evolves because of scope creep, the staff will need to spend extra time working on the new requests, resulting in more hours worked than what was originally intended. This can result in an increase in paid hours and overtime.

• Resource allocation – One of the effects of scope creep involves the availability of required resources. If the scope of the project were to change exponentially, the resources needed to implement the request may not be sufficient at the time. So the project’s change could potentially max out your resources. This poses a huge problem in project management as resource allocation and resource leveling are two important techniques that keep a project’s momentum moving in a positive direction, using appropriate resources equally without over or under-scheduling available resources. Resources would include factors such as:

  • Identification and availability of talent
  • Assessment of workloads across the team
  • Processes installed to help facilitate successful project completion
  • Clear communication channels and platforms
  • Software to streamline processes and carry out the efficiency of production
  • The available budget for the project
  • Accessible materials such as physical or virtual space needed for operations

  Balancing all these components in project management takes a fair amount of organization and forward-thinking, but scope creep has the potential to completely off-balance the team and the production schedule, ultimately affecting morale and the quality of the final project.

• Team burnout – Burnout is an unintended effect of scope creep that can slowly chip away at your staff’s morale. If improperly managed, scope creep can cause your team to burn out quickly. Frequent change requests can lead to confusion, frustration, and overwhelm with your team, 3 emotions that can heavily impact your staff’s desire to continue with the organization for the long term. According to the APA, American workers alone saw a heightened rate of burnout in 2021. The APA’s 2021 Work and Well-beibng Survey of 1,501 adult workers revealed that 79% of employees experienced work-related stress months before the survey was conducted. 3 in 5 employees have disclosed that work-related stress caused a lack of motivation, energy, and interest with even more participants agreeing that they’ve experienced physical and cognitive fatigue.

  These are alarming statistics among the workforce, and scope creep can contribute to the risk of burnout as it’s an added level of stress that negatively impacts your employees.

• Unaligned expectations – Scope creep can also produce negative experiences between the organization and its stakeholders, possibly affecting any future working (or collaborative) relationship. When scope creep occurs, it’s often because of mismatching expectations of the process and the final outcome. This usually is a result of incomplete communication in the initial stages of planning and not being clear with the organization’s processes. The stakeholder needs to have a high-level understanding of the steps that go into the final product or service and what components are considered outside of the project scope (normally, anything outside the original package could be considered as add-ons for additional fees). If expectations are not aligned in the beginning, the effects of the miscommunication will frequently present themselves mid-project.

The effects of scope creep can be tremendous in the workplace, even if it’s not immediate. It’s important that a highly skilled project manager is at the helm throughout the project’s lifecycle to ensure the team has the best chance of success and can realistically (and professionally) pivot around certain demands outside the original project scope. This allows for more creative problem-solving and flexibility when it comes to change requests.

How To Avoid Scope Creep In Project Management

So how can a project manager effectively determine a project’s scope to make the best decisions for the staff while avoiding scope creep? Here are seven ways to prevent scope creep:

1. Know what you need to get done – The first step in determining a project’s scope is a firm understanding of what the project needs to accomplish and who it will impact:

• How will this project impact the organization?
• Is the project realistic for our organization to achieve?
• Is this project in line with our mission, policies, and core values?
• What are the stakeholder’s expectations of the process and final delivery?
• Who needs to be involved in order to meet these expectations?
• Do we need buy-in from our leadership team?

These are all important questions that initiate the process of effective project management and will give firm insights into whether the project’s scope is within the organization’s purview.

2. Set guardrails – Setting boundaries within the project’s scope is also a significant part of avoiding scope creep in project management. This usually happens during the initial stages of project implementation, where either the project manager or leadership outlines the steps of the project and ensures that the stakeholder understands this process. Of course, situations can arise midway through a project that causes the client to reassess their needs. This happens quite frequently, but it’s one of the essential functions of the project manager to vet the requests that are within the boundaries of the project and ones that fall out of scope. Setting guardrails is one of the most important steps a project manager can take in protecting the team’s (and the organization’s) time and resources. So when can you go about setting guardrails before (and during) a project?

• Planning stage – The planning stage is where the project manager considers the requirements of the project, who needs to be involved in its completion, and any budget constraints. Once the project manager has defined the perimeters of the project, it’ll be easier to identify what components are necessary to the project. This can then provide sufficient information to present to the stakeholder regarding deadlines, points of contact, feedback procedures, and deliverables.

• Initial call with the stakeholder – This is an opportunity to get on the same page as the stakeholder and reveal relevant processes so that expectations can be set early. This avoids having to have tougher conversations midway through a project, which can impact the pacing of the work being done. It’s important to have initial calls/meetings to discuss these details and give an opportunity for questions or concerns.

• During project lifecycle – As the project moves through its milestones, different requests can come through which the project manager needs to carefully review to make sure that it’s within scope. If there are too many requests and the project is starting to look like it’ll need significant revision and resources for such a change are limited, guardrails need to be put in place to gently remind the stakeholder of the process and what the organization is able to offer. These can be uncomfortable discussions to have, but necessary ones as they can impact the team and the organization’s resources.

• Align expectations within the team early- It’s also important to set expectations for the core team in the beginning as well. Every participant in the project needs to fully understand their role in the project, embrace their responsibilities and the impact it has on each other’s work. This prevents duplication of efforts and unfair workloads. For example, you could potentially come across scenarios where the team is not clear on their contributions to the project. This could be due to a variety of reasons ranging from miscommunication or unclear role expectations. When the team isn’t clear, it can cause a multitude of issues:

  • Missed deadlines
  • Delayed delivery of the project
  • Incomplete work
  • Uneven workloads
  • Poor quality output
  • Mistrust and frustration amongst the team
  • Staff working outside their essential functions and taking on additional work to get the project moving

Aligning the team is just as critical as clearly outlining expectations with a stakeholder in order to avoid scope creep in project management.

3. Understand the order of steps that need to happen – A fundamental understanding of the process needs to occur for the project to reach its finish line and avoid scope creep. This means knowing the steps required in order for the project to be deemed complete. In addition to the order of steps, there also needs to be a review of the priority level of each one to determine the sequence of tasks. These two essential pieces are the foundation of the project’s structure and timeline, creating an order of events and dependencies that the team will need to complete in order to have all the necessary components of the project. The project manager will also need to take into account the estimated budget and the availability of resources before the start of the process.

4. Get it in writing – Whether it’s with a stakeholder or the team itself, it’s important to get expectations down in writing before the start of the project to avoid scope creep. This step protects the team’s processes and efforts and helps align expectations moving forward.

• For the stakeholder: Receiving written next steps and overviews help set the stage for the stakeholder, providing them clarity and opportunities to ask questions early on in the process before implementation. If change requests from the stakeholder start to come in, the project management (with approval from the leadership team) can then decide what decisions are appropriate or if guardrails need to be put in place. Having documentation supports the entire team and protects their time.
• For the team: Processes should also be documented. Commonly, most organizations defer to their standard operating procedures or any other official outlines to help guide them through different processes. This is especially helpful for new members of the team and can act as a quick refresher for those who’ve been with the organization for a while. Having documentation for internal processes helps avoid scope creep by providing clear instructions on who should be involved, anticipated timelines, and definition of responsibilities. These practices should be frequently updated and reviewed to make sure that they comply with the latest operations from the team based on previous success and past mistakes, implementing the most effective strategies that produced the best outcomes.

5. Communicate, communicate, communicate – Communication with both the stakeholder and the team is one of the most important ways to avoid scope creep in project management. Without updating the relevant individuals in a timely manner, this opens up the possibility of miscommunication, assumptions, and unexpected challenges. Communication channels that have established ways of syncing the team together should be one of the organization’s top priorities to utilize. Communication is important to keeping everyone feeling comfortable, making sure that the team (and stakeholders) feel heard and understood. This involves a high level of active listening in order to have productive discussions.

6. Establish clear milestones and deadlines – Another way to avoid scope creep in project management is to have clear milestones and deadlines that everyone has access to. That’s why it’s important to use project management software that connects the team together and ensures seamless communication. This keeps the project on track and gives the project manager an opportunity to see the status of the project as a whole, making it easier to be flexible or work in any changes. Charting out the planned deadlines and sending out gentle, yet regular reminders of upcoming due dates can help keep the process moving. If there are any delays, the project deadline could be extended so long as the team and the stakeholder are kept up to speed.

7. Get the right people in the right seats – As the project manager reviews the project’s resources and team availability, they must also make sure they have the right people in the right roles according to their skill sets. The necessary skills and expertise will naturally be assigned according to what’s needed. It’s important to keep the team up-to-date on their training if needed to avoid any delays caused internally. To improve efficiencies, the team must also possess considerable adaptability and flexibility in their approach to assignments. Project scope can change rapidly, and while the project manager can shield the team to an extent, the team must be able to adjust and propose solutions as well. This can take considerable review of resources and availability so as to not interrupt the pace of the project, but when the right talent is involved, the process will be smoother and less cumbersome.

Moving through these steps will help a project manager work through the more complex aspects of project management. This is an essential foundation for any project’s success.

If you’re looking for project management tips, tricks, and how-to guides, you’ve come to the right place. The internet is packed with project management blogs that can teach you everything from the basics of project management to more advanced theories and methodologies.

Finding a suitable mentor takes time as people have very different styles of sharing information. You should pick someone that gels well with your own management style. Someone who has the experience you wish to learn from.

In this blog post, we’ll share some of our favorite project management blogs with you. Whether you’re a beginner or an experienced project manager, these blogs will help you stay productive and achieve success in your projects!

Why You Should Follow A Project Management Blog

Project management blogs can benefit anyone, from project managers and team leads to project assistants and interns. They provide valuable project management tips, tricks, guidance, and information on emerging methodologies.

Anyone looking to improve their project management skills can benefit from following project management blogs. They are a great source of information for beginners as well as experienced project managers.

The project management blogs that we’ve listed provide a wealth of information on project management methodologies, theories, and tips. They offer project managers of all levels the opportunity to learn and improve their project management skills.

There are tips and tricks that you’ll find on these blogs that can help you overcome common project management challenges and stay productive during your projects.

Additionally, the project management advice offered by these professionals can help you achieve success in even the most challenging projects.

Who Benefits From Learning Project Management?

The project management industry is constantly changing and evolving. The project managers who want to stay relevant in their field have to keep up with these changes by learning new skills and techniques. There are numerous project management blogs out there that can help them do just that!

Project managers of all levels can benefit from following a project management blog. It provides valuable information on emerging trends, theories, methodologies, tips, tricks, and much more. They are an excellent resource for people looking to improve their project management skills or learn something new about this profession.

Additionally , those working in related fields such as marketing or operations will also find many valuable articles on these blogs, which can help them become better at what they do every day- manage projects successfully.

What To Look For In A Project Management Blog?

Before you start reading project management blogs, it is essential to know what you should be looking for in them. The project management blogs have a lot of information on project management. Still, not all of it will be relevant to you. You need to find blogs that focus on the project management topics that interest you and offer the advice and tips you need.

Look for blogs that are written by experienced project managers. The advice and tips offered in these blogs will be more valuable to you than the ones provided by project management novices. You should also look for blogs that are updated regularly with new content so you can stay up to date with the latest project management trends.

PMTips

PMTips is a project management blog that offers project managers of all levels the opportunity to learn and improve their project management skills. They offer project managers of all levels the opportunity to learn and improve their project management skills. The blog provides valuable project management tips, tricks, guidance, and information on emerging methodologies.

Head to the interviews section for incredible insights from PMP and Scrum accredited project management. PMTips is loaded with advice for project managers of every experience level.

Guerrilla Project Management

Set up by Samad Aidane, a PMP certified expert, Guerrilla Project Management is a blog for leaders by leaders. Topics covered on this blog include social sciences, organizational change management, psychology, neuroscience, and project management. Samad set the blog up in 2009 and has been coaching leaders from HP, Telefonica, and Time Warner for even longer.

Susanne Madsen

Susanne is an internationally renowned project manager and author of the books The Power of Project Leadership and The Project Management Coaching Workbook. She’s a contributor to the Association of Project Management and worked with high-profile firms like JPMorgan Chase. Safe to say, she is the real deal, and if you’re looking to expand your project leadership skills, you need to look no further.

On her blog, she shares her thoughts on project management and how it relates to a changing work landscape. There are years worth of blog posts available for free.

Keep Productive

Keep Productive is chock full of helpful reviews for project management software. What programs you use as part of your tech stack plays a significant role in how productive you can be. Keeping on top of new releases and choosing the best products for your price range is essential.

They also review new project management courses, so checking Keep Productive for new courses is a great idea if you’re looking to upskill. All their reviews are impartial, so you’ll be able to find quality information.

Rebels Guide to PM

Rebels Guide is the brainchild of Elizabeth Harrin. She has been a project manager for over 20 years and is a Fellow of the Association of Project Management. There’s a real community spirit surrounding Rebels Guide. They have a Facebook group called “Project Management Cafe” and a paid members community known as “Project Management Rebels.”

If you want to learn more about project management and get involved with a bunch of like-minded PMs, being a Rebel may be the way for you to go. If you want the information but not the camaraderie, then head over to the Rebels Guide blog.

Productivity Land

Productivity Land is another website where you can find recommendations for project management software. They also have a section on their website dedicated to Agile methodology. Anyone who is looking to get certified in Agile should check this out for up-to-date information on this style of project management.

Another section on the website is dedicated to crypto and how the burgeoning technologies may be able to help your business. There are a lot of fringe ideas being developed in the crypto space, and getting on board early may give you a competitive edge.

PM Student

Magaret Meloni set up PM Student in 2014 as a way to share her knowledge as a certified Project Management Professional. Her blog is full of practical wisdom sprinkled with a bit of humor which makes PM Student a good reading experience. There’s a lot to learn from Margaret, who has a background in PMO Leadership and IT Project Management.

PM Basics 101

PM Basics 101 is a popular course designed to teach anyone the principles of project management. Their blog section contains snippets of their well-crafted advice and is shared for free on their website. Content on the site ranges from interviews with project management professionals to different ideas and strategies useful for managing your team.

Age of Product

This website focuses mainly on Lean and Agile methodologies and teaches project managers everything they need to know. If you’re looking to train or upskill in Agile, visiting Age of Product will help you on your journey. Alongside the blog, they have content of every kind for your enjoyment, including podcasts, workshops, books, and videos.

Gina Abudi

Gina Abudi has been working in project management for over 25 years, working with businesses of all sizes. She published her book “Implementing Positive Organizational Change: A Strategic Project Management Approach” in 2017 through J Ross Publishing.

Her website contains many articles on project management topics, particularly on managing people and processes. She works as a teacher at Granite State University, teaching a master’s degree in Leadership and Project Management Program.

Natalie Warnert

If you’re looking to take immediate action, Natalie Warnert has got you covered. She specializes in strategies that can be implemented the next day to get your business on the right path. She is an internationally renowned speaker and thought leader who uses humor to connect with her audience.

Alongside being a project management tzar, she is the President of the non-profit organization Women in Agile org. They work on dissecting and discussing emerging agile theories worldwide. Natalie is a Certified Scrum Professional and has earned her Six Sigma Yellow Belt.

Simpletivity

Everything you need to be a kickass project manager is on Simpletivity. From software recommendations to how-to guides for products you may already be familiar with but could benefit from understanding better. Simon Frieson is the mind behind Simpletivity and focuses on helping people get focused on their work.

If you’re interested in productivity hacks as well as ideas on better project management, head over to the blog section for free advice.

Project Bliss

Project Bliss is an excellent website for project managers who want to work on their soft skills. Soft skills are the ones that come to you naturally, and while that might be the case, there’s no harm in sharpening them. The website also focuses on Agile methodology and provides how-to’s as a way to guide beginners and intermediate PMs.

One of the best sections on the website is the job search. This will help prepare you for job interviews. If you’re new to project management and looking for new opportunities, Project Bliss is a great resource for you to check.

Projectmanagement.com

Why look any further when the promise is made in the URL. This is one of the best resources for project managers who are looking to bookmark excellent information. Take your time to look through everything this website has to offer and take what you need from them.

They offer hundreds of free templates that you can use in your projects and altogether remove the hassle of creating one for yourself. Some of them are locked behind a paywall, but the team at projectmanagement.com offers plenty of useful templates for free. Alongside this is a wealth of information on every topic pertaining to project management.

PM Solutions

PM Solutions offer project management services to organizations around the world. The blog section of the website offers a look into what they do, how they do it, and how project managers can learn from them. It’s run by the professional’s that work for PM so this blog may be best suited for people already working in the profession.

What could be useful for everyone, however, is the case studies and insights sections. Case studies breakdown successful projects by looking at the “challenge,” “solution,” and “results.” This gives PM’s a look at how PM Solutions manages their projects.

The insights section, on the other hand, is all about discussing project management trends, methodologies, strategy, and more.

The Lazy Project Manager

It’s important to make the distinction between laziness and making things easier for yourself. Peter Taylor, the mind behind The Lazy Project Manager, is not lazy, nor is he advocating for laziness. He’s just been doing this thing a while and knows how to speed processes up and get more work done for your time.

The blog bears the same name as the popular book that Peter Taylor wrote. His method is described as “project laziness” and helps project managers to achieve more with less. If you’re a PM looking to save time without sacrificing the quality of your projects, this is the blog for you.

Beyond the Chaos

Small business owners need to be project management whizz kids, but as is the nature of being an entrepreneur, you need to wear many hats. It can be hard to learn everything you need about each facet of the job. That’s where finding mentors, blog, and information will come in handy to help you navigate your world.

Beyond the Chaos is a project management blog that’s written for small businesses. They want to help you handle moments of overwhelm and move your plans forwards. Check out the section on virtual business ownership to learn on how to use internet services to save money without compensating on your growth.

Sarah M Hoban

Sarah is productivity obsessive, so her website naturally includes tonnes of helpful information for aspiring PMs. She’s been in the business for over 10 years, and the blog has been around for more than 5. The website has written work on everything from career advice to product reviews.

As well as a treasure trove of resources on project management, she dives deep into the world of product management. For new and existing PMs, Sarah has all the information you need to increase your knowledge base and lead successful projects through to completion.

PM Essentials

PM Essentials is an excellent resource for people with a passion for project management, particularly those who are leading projects, business owners, or dealing with stakeholders. The blog is updated monthly by Alan Zucker. He has been working with Fortune 100 companies for the past 25 years and has a varied history in project management,

The topics covered on PM Essentials include staying agile, leadership, and, of course, the project management essentials. As a mentor, Alan Zucker stands out because he has led over a thousand successful projects and worked with multi-million dollar projects.

Project Times

Project Times vets all their contributors, which means this website is full of project managers giving project managers news, advice, and more. The website has so many resources for people invested in project management, from whitepapers to templates to webinars, and even a fully functional job board.

So if you’re looking for a new opportunity, or just want quality information from industry professionals, Project Times is a website you should bookmark immediately. And if you’re an experienced project manager looking to submit your own original articles, check out their submissions page.

Capterra

Capterra is a blog that has been around since the early days of consumer internet, back in 1999. They’ve always focused on software and helping connect business owners and IT departments to the best apps for their needs. On this website, you will be able to find detailed reviews on all kinds of software that can assist you with your project management needs.

You will also find recommendations and reviews for every kind of software that could be useful for your business. The website is not limited to just project management. However, it is worth taking a look at the PM section because using the right tools will make your projects much simpler to manage.

Full Focus

Full Focus was once known as Michael Hyatt & Co., which has been recognized as one of the fastest-growing companies in America (and one of the best places to work!) according to Inc. While the business side of things focuses on helping “high-achievers live their best life,” the blog has many resources for project managers.

The blog has sections on leadership, personal development, project management, and more. The articles are written by Michael Hyatt and his team. They are walking examples of how good project management methods can get you on the most sought-after lists conducted by Inc.

Mary Beth Imbaratto

Mary Beth is an experienced PM who has been in the industry for over 25 years. She has specialized in change management, project management, and strategy, with the certificates to prove it. What makes her blog stand out is that she isn’t just for people who live and breathe project management or are looking to start a career in it.

She writes for those people whose jobs may see a project land on their desk. The people whose job title isn’t PM, but maybe they work in operations or head up customer services. Mary Beth writes for these people to help everyone manage their projects better. If you’re leading a project and need guidance, Mary Beth Imbaratto is someone to trust.

Shift Happens!

The brainchild of Mike Clayton, Shift Happens! is a collection of articles, courses, and resources on topics relating to project management. He talks about change, leadership, and risk. As for his personal experiences, Mike was a senior manager for 12 years and has led massive projects for the UK Post Office and Transport for London.

He has personally trained over 5,000 people in project management skills, making him perfectly positioned to be a mentor to burgeoning PMs. As well as his blog, he is also the mastermind behind OnlinePMCourses, where he will teach you how to be an incredible project manager.

The Tao of Project Management

Taoism and project management may not seem like the obvious partnership, but it’s a school of thought that lends itself well to PM. Taoists believe in a balance between all living things and the universe. Using this as the foundation of your project management style can lead to successful projects.

It’s run by the now-retired project management consultant John Carroll. He’s condensed his blog into a book titled “The Way of Project Management” if you enjoy the blog but want a more guided experience.

Project Management Hacks

Project Management Hacks is a great way to cut through the noise of the internet and get straight to good stuff. The advice on this website is driven by successes and failures to give you a head start on your projects. Bruce Harpham created the website to share his own story in the hopes you will benefit from his lessons.

He believes that people who are ambitious with personal and professional growth will enjoy his methods. If you’re a fan of Tim Ferris and his book “The Four Hour Work Week,” you’ll be sure to love Project Management Hacks.

The Digital Project Manager

The Digital Project Manager is all about doing things online and using modern technology to increase your productivity. To that end, they have included plenty of how-to’s, tools, articles, and even podcasts. This way, you can get your information in the way that suits you best.

There are over 140 contributors who have shared 1000+ articles on the website. If you’re a current project manager, you may also want to head over to the forum, where you can connect with other PMs and discuss emerging ideas with your peers.

You’ll find information on a variety of frameworks, including Scrum, PMP, and prince2. If you’re looking to get certified in any of these methods, you’ll find a fountain of knowledge through the Digital Project Manager.

The Association of Project Management

If you want to become a chartered project manager, you’ll need to apply through the Association of Project Management. They’re a registered charity dedicated to providing education and support for the project profession. Alongside their website, which offers qualifications and membership, they have a blog that contains plenty of information for PMs.

This really is getting your information for the premier source. The Association of Project Management is the only chartered membership of its kind in the world. As well as plenty of articles to sink your teeth into, you’ll be able to find information about upcoming events to help further your project management career.

Invensis

Invensis is a platform that offers training and courses in a variety of different project management topics. You’ll also find information about IT governance and quality management, but it’s the PM blog you’ll be most interested in. They are a founder and practitioner of Prince2 and have an entire section dedicated to Agile.

The blog is populated with articles from a variety of expert coaches and trainers who disseminate information in a way that’s helpful to everyone from PM beginners, intermediates, and professionals. There’s also a YouTube channel connected, which can help you to visualize project management methods.

Roman Pichler

The last blog on our list is from Roman Pichler. He is a project management professional that writes about the topic on his blog. Available on his site are some really helpful resources, including templates, roadmaps, and decision-making charts. These freebies are the icing on the cake because the real value comes from the content within in his blog.

On his blog, he will teach you how to use these tools as well as how to apply Agile principles to your project management techniques. The blog is useful for anyone dealing with projects and not just those who are trained as project managers.

Have you ever wondered how some people consistently get new projects—and nail them every time? One of the most influential aspects of a project being approved is how well a project manager is able to create and follow a project initiation checklist. This checklist is often something they’ve developed over their time of pitching projects and is updated as they learn new tactics to get approval for their project requests. That takes a lot of work, and often, can result in many failed attempts before finally landing approval for your first big project. While the effort is commendable, we’ve put together a comprehensive project initiation checklist to get you started!

Before we get to that, let’s look at what makes up a great project initiation phase.

What Is Project Initiation?

Project initiation was originally introduced by the Project Management Institute, one of the largest non-profit membership associations. The project initiation phase is where you’ll create a proposal that includes all the details of your potential project. The details you choose to define and include during this stage will be the guiding force for your project – and how you’ll convince upper management to approve your project to begin.

This phase is one of the most important; once your project has been formally approved, it will set your team up for success in all the stages that follow. The information you gather and include in your project proposal will help you easily shift into the next phases of the project, having already determined many vital aspects. This will be the basis for how your project is navigated in the next phase.

The project initiation phase helps you generate a united understanding of the project goals, the benefits it will provide the company, how you’ve planned to achieve the project goals, who plays a vital role throughout the project lifetime, and the deliverables you will be providing upon completion.

Ultimately, your project initiation phase is where you will develop the guidebook for your project.

Why The Initiation Phase Of A Project Is Important

The initiation phase of your project is necessary to gain approval prior to beginning your project. This phase sets up the success of the stages that follow and determines the tone for the entire project before it begins.

The information you include in your project initiation documentation provides a wide range of benefits that positively impact the project at various stages. A strong project initiation will:

• Provide essential guidance for the team when the project enters the planning phase.
• Help keep the project on track and ensure it remains within the project’s defined scope.
• Minimize the costs of the project by setting a clear budget and working within it. By following a strict project initiation checklist, you’ll be able to pinpoint the most important aspects of the project. This will help you narrow down the list of necessary resources this project requires and all other cost-effective aspects of your project. This naturally decreases unnecessary work and resources required, reducing project costs overall.
• Maximize the efficiency of the project by creating a supporting document to steer the project through each phase of the project lifecycle.
• Promote transparency between management and stakeholders.
• Make the execution of the project more organized, leading to a smoother kick-off. This also provides significant support for the project’s planning phase, helping complete the next steps with ease.
• Gain the support of your company by offering them in-depth knowledge of your project. This knowledge will help your company be better prepared to release required funds and resources when they are needed, which also reduces the project timeline. It also provides cost-effective measures by limiting wasted time waiting for funding to be released and resources to be provided after the project has begun.

What To Do Before You Begin Your Project Initiation

Before you begin your project initiation, there are two important steps that will help increase your chances of successfully getting your proposed project approved. These steps also help you become more knowledgeable about the project from a different perspective than yours.

1. Meet With The Person Who Requested The Project – The Project Sponsor
   

   It’s important to take time to meet with the person who requested the project. This could be your upper management, company executives, a client, or the CEO of the company. This person will have the most valuable insight into the project and will be a key person involved throughout its lifetime. The information they’re able to share with you about their intents, goals, and vision for the project is vital in your initiation process. Gaining this information will help you create a project proposal that reflects their needs while also considering the overall values and goals of your company.

2. Develop A Close Working Relationship With The Project Sponsor
   

   In some cases, your contact person may be a liaison between the sponsor and yourself; however, in most cases, this is usually directly between the sponsor and you as the project manager. Creating a regularly occurring point of contact is essential in helping your project be approved and find success. This will give you opportunities to connect and have questions answered as they arise, and will help the project be recognized in the way the sponsor had envisioned. The project sponsor can also be vital in helping you overcome obstacles you may face throughout the project lifetime. They may also play a key role in advocating for you and your team throughout the entirety of the project, not just during the initiation phase. Maintain a strong working relationship with the project sponsor, or their contact, throughout the project’s lifetime.

A Typical Project Lifecycle

The project lifecycle was originally designed by the Project Management Institute and is the most widely used system globally. While a project can vary in complexity, the stages it moves through are similar throughout the majority of projects. There are five distinct phases included in this process.

1. Project Initiation

You will need to get your project concept approved to begin the project initiation. Once you’ve been approved to create a compelling outline to be considered, you’ll begin creating the documentation to support it in hopes to gain approval. This will include a project charter that includes key items to support your request (that’s coming up next).

2. Project Planning

In this phase, you’ll use the information gathered and agreed upon during the initiation phase to begin planning your project. Some of the steps involved in this phase include:

• How each deliverable will be broken down into varying tasks.
• Assigning tasks directly to each person on the team (matching skill sets).
• Defining roles and expectations.
• The creation of action plans to make your project a success.

3. Project Execution

This is when you officially begin working on the project and taking the actions defined in the planning stage. You will begin allocating resources and managing the project plan while it’s in action. This will include regular meetings, risk assessment, and problem-solving.

4. Monitoring And Controlling

During this phase, you will be actively tracking and responding to your project. This includes monitoring project costs, tracking employee efforts, and measuring the project’s progress through pre-determined milestones. It is essential that you have determined Key Performance Indicators (KPIs) to support your project and help you monitor its progress throughout the lifetime of the project.

5. Project Closure

In the closing phase, you will hand over the final deliverables, have everyone sign off on their work, and host a closing meeting for the entire team. This is the time to request feedback, provide praise and recognition to your staff, and kickoff a celebration for the successful completion of the project.

What’s Included In The Project Initiation Phase Tasks

While project initiation may seem like the smallest step of all the project phases, it’s one of the most vital because this is the stage where the project bounds are decided and clearly defined. They will be the influencing factors for how the project will be planned in the following phase. With any project initiation, there are three important tasks that are included:

1. Create A Business Case

This is the document that is used to sell your project to the managing partners of your company. In order to create a higher chance of it successfully being approved, some vital items to include in your business case include:

• Your “why” for the projects.

  Clearly define your reason for the project, and make it as compelling as possible. Ensure it reflects the company’s values and overall mission.

• A clear definition of the goals and objectives of the project.

  This will include how this project’s goals align with the company’s and how it will support those goals being achieved.

• An estimated cost for the project.

  Break this down into individual aspects where possible as well as what benefits each one will have on both the project and the company.

2. Complete Feasibility Testing

Feasibility testing is used by companies to protect themselves from increased project failures and helps them become more efficient with their resource allocation. By conducting a feasibility study, you will determine the likelihood of the success of your project. This usually involves looking at the project assumptions and constraints and outlining any potential risks it may face. During this task, you will want to consider available funding, staffing capacity, and your projected timeline. How realistic are these to the expectations of the project?

3. Create A Project Charter

The formation of the project charter is the final step in the initiation process. This is the phase where you will create a document that details the project in a deeper context. There is a range of items that will be included in your project charter that are meant to define the project in the most accurate and clear terms. While each step in the project initiation stage is important, creating a well-written project charter will have the most influence over how your upper management and stakeholders understand the project, which will be the ultimate determining factor in your project getting approved.

11 Essential Elements Of A Project Charter

A project charter is a document that breaks down the key elements of the project into clearly defined items to help upper management get a strong sense of the project. The details included are aimed to support your proposed budget and resource projections. It will also provide you with an opportunity to convince them this is a highly successful, well-designed, project that will benefit the company as a whole.

A project charter is typically one or two full pages, however, the complexity of your project will have a large influence over the length of it, and therefore it can be shorter or longer to reflect your project’s individual needs and level of detail. Once this charter has been completed, it will be given to the upper-level management to review and decide if your project will continue into the planning phase or if it’s unfeasible at this time.

The most important elements to include in your project charter include:

1. Key Stakeholders

This section of the document is often referred to as the “Stakeholder Management Strategy”. In this section, you will list all involved stakeholders, as well as their level of involvement in the project. Include the influence they will have in the project, as well as how the outcomes of the project may affect them. Determine how much information will be shared with stakeholders and review policies surrounding their involvement.

2. Project Scope

Your project scope will define the specific bounds of your project. When detailing the scope of your project include clear definitions of the project’s main objectives, expected deliverables, assumptions, and exclusions.

Defining the scope of your project clearly is beneficial in a variety of ways. First, it will help create a more predictable project with predetermined limits. Secondly, it minimizes costs by ensuring your project doesn’t cross over into other scopes, creating unnecessary tasks. Lastly, it will ensure all tasks align with the overall goals of the project and are necessary for creating the final deliverables.

3. Project Goals

Defining the project goals in a clear and detailed way because they will be highly influential in all other aspects of your project.

To make your goals highly successful, we recommend utilizing the SMART goal setting method. This will help ensure your goals are clearly defined, achievable and measurable. SMART goals include 5 key elements that make them particularly successful.

S – Specific

M – Measurable

A – Attainable

R – Realistic

T – Time-bound

Creating goals that are specific helps make sure everyone on the team has the same understanding of the project goals as you. It removes the risk of a project being misinterpreted and falling off the rails.

By including predetermined measurement practices throughout your project, you’re able to track your project closely and respond to any issues in real-time. This also helps you ensure your project is on schedule and will meet the set deadline.

Reviewing your final goals before your project is sent for approval helps you ensure you’ve set goals that are achievable. While challenges are often welcomed, if the project doesn’t stand a chance at successfully meeting its goals, you’ll be left with a failed project and a devastated team.

During the goal review, it’s important to verify that the goals are relevant not only to your project sponsor’s vision but to the company’s foundational goals as well.

Finally, creating goals that adhere to a strict project completion date will help increase productivity in your team. This also ensures you can create a clear schedule to measure your project’s progress and successfully meet your goals.

4. Milestones

Once you’ve created your goals, break them up into specific milestones. These will serve as natural forms of progress measurement throughout the lifetime of the project. Milestones help you ensure your project is on track and will provide you with early intervention opportunities if it has fallen behind schedule. If you do not include pre-determined milestones in your project, your project may be at risk of unexpectedly falling behind, with little time to intervene. This could lead to your team rushing during the project’s final stages due to unforeseen errors, needing to fast-track, or resulting in a missed deadline altogether.

5. Required Resources

Create a list of the necessary resources your team will need to complete this project. Include your minimum requirements, as well as a secondary list of highly desirable resources that may not be essential in completing the project. Ensure you include detailed explanations of how each resource would benefit the development and execution of the project to increase the rates of its success while minding expenses.

6. Project Team Members And Their Roles

Building a capable team is essential to the success of your project. When you begin considering who you would like on your team, look at the skills your project requires and who would be best suited to meet those needs. Use past performance to help you determine who would be a beneficial team member to this project. Additionally, consider your staff’s long-term goals within the company and decide if the project will serve in obtaining them. Taking these factors into consideration while designing your team will help you create a winning project team. Once you’ve determined who you would like included in your project team, create a brief outline of the role they will provide, and how that benefits the project.

7. Proposed Budget

When you settle on your estimated budget for this project, break it down into specific allocations. This will help you give the deciding parties a clear idea of where the money is expected to be spent, and include how these aspects will benefit the project (and company). This will help support your proposed budget. Additionally, it’s important to include alternative options that may be more cost-effective for consideration. Providing secondary budget options can sometimes help make your upper-management’s approval easier to obtain. Just make sure the budget is realistic and you don’t run the risk of exceeding it.

8. Deliverables

Clearly define what you will be providing at the end of the project.

What are you proposing your project will provide the stakeholders?

How will these deliverables support the values of the company?

The deliverables are high-value items and will be a highly influential part of your project being approved.

9. Expected Timeline

The length of a project can range from weeks to years, based on project complexity and type. This is a highly influential aspect of your project. It will tell your stakeholders when they can expect their deliverables – will this project find quick success, or will it provide periodic rewards throughout its lifetime? Include the milestones and proposed review periods for your stakeholders throughout the project timeline schedule. This will help your stakeholders get a better understanding of what your project is aiming to achieve and how you plan to use the requested time to successfully attain those goals. It also helps them feel confident in their involvement knowing they will have set times to review the project throughout its execution.

10. Measurement Processes

When you propose a project, it’s important to include predetermined measurement methods alongside it. This will help your stakeholders and upper management see that the project has been meticulously planned and is primed for success by keeping everything on track. Having a system to measure your project, whether at regular intervals or in the final phases will create a more dependable project that can be further used to influence future ones. This makes your project multifaceted, serving both as a potential benefit based on deliverables, and also as a surefire way to support the future projects the company will take on.

The types of measurement metrics you choose to use will be dependent on your individual project and its needs. One of the most typical project measurement tools is implementing KPIs (key performance indicators) which can be used throughout the lifetime of the project to measure its effectiveness.

11. Risk Factors And Preventative Measures

For this section, list out any potential risks your project may face throughout its lifetime. With each risk, include a brief description of the preventative measure you’ll put in place to protect your project (and the company) from them and any risk management steps necessary should a risk be realized.

Consider completing a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to help you pinpoint areas of your project that would be more susceptible to risk. You can also use learning materials created from previous projects to help you determine potential risks. This will help you support your risk assessment and propose management procedures to help minimize the risk your project will face.

Your Easy-To-Use Project Initiation Checklist

Use this list to help determine the depth of your project initiation phase, and prompt additional aspects to be included in your next one. As you complete the project initiation phase, check off the items you’ve completed.

☐ Define the project’s purpose and goals

☐ Set key objectives

☐ Compare project goals to company goals

☐ Are they relevant?

☐ Are they aligned?

☐ Develop milestones

☐ Determine project scope

☐ List resources required

☐ Decide final deliverables

☐ Determine project assumptions

☐ List project benefits

☐ Complete cost evaluations

☐ Cost breakdown

☐ Alternative budget options

☐ Identify potential risks

☐ Create a proposed risk management plan

☐ Identify the members of your project team

☐ Project Sponsor (and liaison if applicable)

☐ Project Manager

☐ Team Members + Skill Sets

☐ Key stakeholders

☐ Determine roles and responsibilities

☐ Include predetermined performance measurement procedures

☐ Develop project timeline

Final Project Initiation Phase Task: Project Charter Review

Once you’ve finished developing your project charter, it’s time to review it before it’s finally submitted for approval. This process will involve all essential people taking part in the proposed project; the PMO Director, the project manager, the project sponsor, and all key stakeholders listed in your charter. Having these members involved in the project charter review helps ensure that everyone has the same understanding of the project’s desired outcomes and agrees on how its success will be realized.

This stage includes five steps to help refine the document before it’s signed off on to be released for final approval.

1. The project charter is reviewed by both the project manager and the PMO, where any necessary changes are made.
2. The project charter is marked as complete by the project manager and PMO
3. The final copy of the project charter is shared with the project sponsor, stakeholders, and team members in a project meeting. All members included will review the document and voice any concerns.
4. The project manager and PMO will make any necessary changes, following them up with another review meeting until the project is finally signed off on by all vital members.
5. The project charter is officially complete and is ready to be submitted for approval!

Your Project’s Been Approved! Now What?

If you’ve done a good job with your project initiation and it’s been approved, you can begin taking action on your project plans. This is when you’ll begin putting your plans from the initiation phase into action and move through the project lifecycle: from planning to execution to control and monitoring to closing out the project!

Planning Phase

This is the phase where you will begin taking action on the aspects included in your project initiation documentation.

At this time, you will begin planning your project’s timeline and schedule, and assigning tasks with clearly defined expectations. Being knowledgeable about the project is essential during this step, which makes the completed project charter particularly beneficial at this time.

While you move through the planning phase, you’ll want to create communication guidelines to help ensure your team is able to communicate in an effective and efficient way. You will also need to create a detailed project schedule that includes milestones, risk prediction, and individual task deadlines. This should be shared amongst the entire team to ensure everyone is on the same page and knows when their individual tasks are expected to be completed.

During the planning phase, it can be beneficial to include your team in the decision-making process. This can help you create a more productive atmosphere, increase team morale, and develop an execution plan that is reflective of your team.

Execution Phase

Once you’ve finished planning your project, it’s time to host your project kick-off meeting. This is where you will officially begin working through the plan created in the previous step. It is essential that you monitor the progress of your project, and support your team in any way they require throughout the process. Check-in regularly, and involve the key stakeholders throughout the process as agreed upon in your initiation phase.

While many managers have their preferred systems, in this stage especially, the use of an online project management tool can be beneficial (see below).

Monitoring And Controlling Phase

While this step is listed as a follow-up to the execution phase, monitoring and controlling actually occur alongside the execution of the project. This phase helps ensure that deliverables are produced on time and meet all outlined expectations provided prior to the project beginning. This is when your pre-determined measurement metrics will be used, such as your KPIs. This will help you measure the progress of your project as it continues through the execution phase, allowing you to discover any errors that may have been made before they can have devastating impacts on the project.

Along with monitoring the progress of the project, it’s important for the project manager to track the costs the project has incurred in relation to the approved budget. If costs are not aligning with the projected amount, managers will need to step in and evaluate where the discrepancies are. This will help the project avoid exceeding its budget.

Project Closure

This is your final phase of the project lifecycle. In the project closure phase, you will finalize all aspects of the project. This will include a variety of items ranging from technical steps to tasks aimed at improving and maintaining team morale. Some of these tasks include:

• Reviewing the project outline and expectations
• Running any final tests
• Providing deliverables and having them signed off on
• Project reflection
• Documentation of important lessons learned throughout the project
• Holding accountability meetings
• Recognizing exceptional work
• Reviewing and editing growth and success plans for your team members

Lastly, during the project closure phase, it’s important to take time to celebrate the completion of the project with your team. This allows you to connect with your staff and reward them for their hard work. While this plays a vital role in boosting team morale, it also helps you create a stronger team with more stable support networks for future projects.

Excel In Your Next Project By Using An Online Management Tool

Using an online management tool can help bring your project to the next level. Using a multifaceted tool will help you connect and manage your team while being able to develop and plan your project all from one place. This can create a more efficient system for managers and employees alike. Including a highly capable management tool is becoming more important than ever as remote workplaces are on the rise. Include one in your next project and discover the higher productivity and ease of management it can bring to your team.

Isn’t is a thrill when you land a big project with a new client? You run to the refrigerator, pop a bottle of champagne, and spend the rest of the evening soaking in the bliss of sheer success.

But before long, the project is complete. All the final deliverables are sent. You and the client part ways, and suddenly you’re left tapping your nails on your desk.

“What next?” you ask yourself. Is it time to hit the pavement, find new customers and drum up more sales? It’d be so much easier (and cheaper!) if the same clients just came back again and again.

But it’s too hard and gross to reach out to them. It feels awkward, like begging.

So clients slip away. They become like those BFFs you had in high school. At one point, you kept one another’s secrets, finished each other’s sentences, but as time wore on you grew further and further apart until you became like strangers. One after another, great clients are gone forever.

You probably know people whose entire business looks like a revolving door of clients coming in, leaving, then returning over and over again, always with a big smile on their face. How do they make it look so easy breezy?

The truth is, you can have this, too. With the right bag of tricks, you can reel in clients and keep them….for decades! Plus, they’ll rave to friends about how great you are.

Customer retention is just like building a friendship: it starts from when your customer first walks in the door. It’s about creating a seamless customer experience.

You only need a few strategies and practices and there isn’t a one-size-fits-all solution. It’s about you, what you’re comfortable with, your line of work and your brand.

Let’s look at 25 ideas and classic persuasion techniques to build an experience that customers want to return to, and to keep yourself relevant and in the loop so there’ll never be a final good-bye.

1. Build a Customer Arc

The best retention tactic is establishing a solid relationship with the client from day one. Crafting the employee experience is about building bridges at critical moments along the employee relationship arc.

Joey Coleman, author of Never Lose a Customer Again: Turn Any Sale into Lifelong Loyalty in 100 Days, says that all the customer’s beliefs and attitudes about you are formed within the first 100 days of doing business.

And so retaining customers starts with the onboarding process. In order to lay a good foundation, put systems into place that make this stage highly personal.

Although by now your business feels ordinary to you, see everything through the customer’s eyes. If they’ve just walked in the door to your salon, what do you want them to see, hear and even smell? Identify their most pressing questions, and be ready at hand to answer them.

If someone has already connected with you online, you already have a little window to make this first meeting extra personal. Ask about themselves, and explain anything in your business or service that might feel foreign to them.

If you’re a photographer, for example, all the equipment in the studio might look a little intimidating. Disarm them by explaining what everything is used for.

Customers have so many other options available to them, and so creating this strong foundation keeps them rooted in you and your services and increases the likelihood they choose to stay long-term.

2. Establish Rapport

The central objective to your business is to provide a top-notch service or product, for sure. But that isn’t a sufficient tactic for retaining customers. Building a customer experience is about going above and beyond.

Customer experience isn’t the same as customer service. Customer service is more reactive; it has to do with how a business deals with problems after they occur. Customer experience is proactive; it anticipates all the steps on the client journey and meets them along the way.

“If you don’t start things off on the right foot, it will be hard to overcome that first impression. If you do start things off strongly, you can build momentum to carry you deep into the relationship,” write Coleman in his aforementioned book.

Establishing rapport is crucial, as it bleeds into every aspect of the customer relationship. This is essentially about making the client feel welcome and happy to be working with you from the start

Rapport starts by building a welcoming environment. This makes a client feel enthused from the get-go. It entails creating an attractive space, offering them a place to sit and something to eat or drink.

It’s good to break the ice with some friendly topics that set a positive tone. As soon as you can, establish similarities. Finding something you have in common with the client is a sure way to draw them out and make them feel at ease.

Noticing body language is a subtle but effective way to communicate simpatico. Take seating, for example. Sitting across from someone communicates authority and command and control. Whereas sitting alongside someone communicates companionship.

Imitating gestures, including crossed arms or crossed legs, gives off signals of sympathy and warmth.

Building rapport is a skill that improves with time. When you have routines in place for new and existing customers, it allows everyone on the team to slide into a groove and jibe with the customer right away.

3. Share Your Expertise

Whether you’re a designer, artist or product manager, you’ve chosen your line of work in part because you have some panache for it.

Robert Cialdini, college professor and author of the book Influence: the Psychology of Persuasion, writes that establishing yourself as an authority in your field is one powerful tactic to entice customers.

When previous customers are convinced that you know what you’re talking about, they’ll want to return to you again and again.

Communication tools are integral to utilizing this customer retention strategy. Something like a newsletter or a Facebook page is an excellent opportunity for sharing your expertise and staying in your customers’ purview.

If you have a landscape business, for example, send out a newsletter with your best tips on how to weed and prune from season to season.

An interior decorator can share her perspective on design trends, and tricks for fixing the house up for special occasions.

When this content is consistent and helpful, your audience recognizes you as their go-to expert on the topic at hand. Plus, it’s easily shareable, and so may end up attracting new customers as well!

4. Be Upfront About Potential Snafus

Even with a thoroughly designed customer experience, so much of what happens throughout a project remains out of your hands.

If you’re in construction, for example, custom items can be delayed for days, which puts everything at a standstill. In interior design, you may have the color palate nicely laid out, only to have the fabrics arrive looking completely different from the sample, forcing you to shift gears

These sorts of things are normal, and they happen all the time. Unfortunately, there’s very little you can do about them. And they easily lead to dissatisfied clients—who may choose not to return to you for future services!

Letting the customers anticipate potential delays at the beginning of a project, however, helps to ease fear and frustration when the event occurs.

Creating a “How We Work” document clarifies your processes and methods and lets the customers know what they can expect from you.

Good things to include in the document are a visual outline of the project’s timeline, and a “Murphy’s Law” section that informs the client about anything that might hold the project up. Having them sign the document means they understand and agree to the entire process, snafus and all.

5. Establish “Former Client Only” Perks

Have you ever felt a little twinge of envy as you walked past the VIP room at a club, or felt like you “had” to buy a box of candy at the store when you realized the entire stock had sold out except for one or two boxes?

These are examples of another powerful persuasion strategy known as scarcity. When we realize that something is in short supply, or only available to a limited number of people, it makes us want it even more. Cialdini talks about this idea in Influence, where he discusses a study around people and their changing desire for cookies:

“Opportunities seem more valuable to us when their availability is limited…a cookie in short supply was rated as more desirable to eat in the future, more attractive as a consumer item and more costly than an identical cookie in abundant supply…a less available item is more desired and valued.”

This means that the way you present your products and services (not the services themselves) affects the price you’re able to put onto them!

Unleashing the scarcity principle is an effective strategy for retaining customers. There’s so many ways you could use it.

If you’re an artist, you can invite previous customers to a pre-show, where your art is sold at a special discounted price. Or you can send them an email with a coupon code that’s just applicable to returning clients. You can even have service packages that you only offer to returning clients.

When you treat your clients like the elite group that they are, they’ll notice. It makes them feel prized and valued, and they’ll keep coming back to you.

6. Design Customer Experience Around Value (Not Service)

Identifying the product or service your company provides is easy enough. If you’re a salon, you cut people’s hair. If you’re an interior decorator, you design homes.

But identifying the value of your service, and why customers come to you, is something else entirely.

For example, people don’t go to a nail salon simply to get their nails painted; the underlying reason is to luxuriate at the end of a long week. And people don’t go to a coffee shop for the caffeine (though this is a central reason, surely), but rather to complete work or meet with coworkers or friends.

Even if the nail service is superb, if the atmosphere isn’t relaxing, the client probably won’t come back. And if the coffee shop has poor seating or weak wifi, you’ll likely lose customers—even with the best coffee in town.

Once you’ve clearly identified the value of your service, the next step is creating copy and designing the client experience around the “why,” while continuing to provide a superb product or service.

For a salon, it’s about creating an “escape” feeling. For a coffee shop, it’s about creating a space with great seating and lighting that makes it easy to have a discussion or get work done. When a service fulfills people’s “why,” it makes them want to come back again and again.

If you’re struggling to clarify the value you provide, listen to your customers. What solutions are they identifying? Soliciting feedback is helpful here. Comments like, “This product brings me so much joy” means you’re providing an emotional need. While “This product helps me with my organization” means your product serves a practical purpose.

Once you know the “why” of your business, retaining customers means providing that…over and over again.

7. Reach Out at Appropriate Times

By the end of a six month project, you’ve spent a lot of time with a client; possibly even more time than you’ve spent with your family in the same time frame. And you’ve gotten to know them pretty well. Depending on the line of work, you may have even spent time in their homes and met their families. They’re almost like friends at this point.

Simply ending the relationship with the final deliverable, then, feels pretty abrupt. Just like a friendship, it’s only natural to follow up and check in on the client from time to time. This could be a quick email to tell them about something that reminded you of them, a Christmas card, or a note on their birthday.

If it feels awkward or salesey to reach out and continue the relationship, try seeing it from their point of view. If you’d just made a huge investment in someone’s services, would you want that person to reach out and connect with you?

When you’ve built strong rapport from day one, this gesture serves to continue the conversation. The client appreciates and remembers it.

8. Solve Their Problem, First and Foremost

When you’re strategizing to retain clients, bear in mind that no customer becomes a raving fan overnight.

Rather, a customer goes through a series of steps before developing loyalty to you and your services. Identifying and then solving their problem is key to winning them over.

If you’re a photographer, maybe they’re looking for a portrait of their newborn, or a series of professional shots for their website or social media. Or if you’re a software developer, maybe the client’s objective is to increase sales on their e-commerce store with a more fluid checkout service.

Whatever it may be, keep your eye on achieving this objective. Once you’ve reached this milestone, they understand your capacity to provide value and solve their problems. You’re in a key position at this point to ask for referrals, solicit feedback, and tell them about other services you provide.

9. Ask Why They Didn’t Come Back

Some fish get away, and any business owner just has to accept that. However, every client, particularly those who choose to end a business relationship, provides a rich opportunity for you to learn about how your style affects customers.

Maybe they were turned off by you in some way. Or maybe another product on the market served their needs better. But unless you ask, you’ll never know.

Reach out directly with a survey, or just send an email, asking questions such as: “How was your experience working with me?” and “I’d like to know what I could have done differently.”

Since they’re undoubtedly busy with other things, enticing them with a gift card is one way to get the wheels turning.

Each case is unique, but after you’ve received a lot of feedback, you’ll see patterns in how people feel about you. The key to client retention is using this feedback to re-shape and update your approach.

10. Mitigate Buyers Remorse

Whenever any of us spends a lot of money, a little voice in our head asks, “Should I really have done that?”

If it takes awhile for the product to arrive or the project to get going, this only gives us more time to worry and stew. The voice gets louder, asking us if the purchase was really necessary, and whether there was a smarter way to have spent the money.

We’re looking for an indication that we’ve gone in the right direction, or whether we should change course.

As a business owner, recognize this phase in the customer journey. If there’s some lag time between when the contract is signed and the project gets rolling, reach out to the client. Send a note thanking them for choosing you, with assurance you’ll take great care of them.

This gesture settles their nerves and reminds them of all the reasons they picked you in the first place. It fosters the positive customer experience you’re working to create.

11. Know Everyone on the Client Team

Oftentimes, you’re working with a team and not one individual client. Each person has a different role in their organization and distinct decision making powers.

Take some time getting to know the structure of the company, and the role each member plays. This allows you to communicate with the right people throughout a project.

And after a project has ended, having this breadth helps with client retention. It lets you pitch new products and services to the right people.

Finding the right ear to bend is oftentimes the key to returning business. If you reach out to the wrong person, it may well fall on deaf ears.

12. Offboard With Grace

When a client decides to discontinue services with you, at first it may feel like an affront. You wonder what you did wrong and who they’ve found to replace you.

This needn’t be seen as a brush off, however. There’s all sorts of reasons for why someone chooses to move on. Maybe they need to cut costs and plan to do things themselves for a time, or they simply don’t need your services anymore.

A professional approach to offboarding seeks to maintain a positive connection. This keeps the door open in the event they want to return. Building this bridge entails having protocol in place so you’re able to gracefully say goodbye.

Here are a few things a client offboarding system might include.

• Give a Heads-Up
  Let the client know ahead of time that your services are due to end. Break down everything you’ve provided during your time working for them. Thank them for their patronage and mention you’re open to talk about the relationship going forward.

• Provide How-tos
  If you’ve been working for this client for some time, you may have taken the reins on all sorts of things, from email, to social media, to the company blog. Send documents or videos with instructions on all the tasks you completed for the client. For example, if you managed their Instagram account, you might include instructions on writing captions or creating stories.

  These tutorials allow the client to repeat the process themselves, or train someone else to.

• Send a Goodbye Email
  Send a friendly goodbye message. Be sure to include all the details about various accounts you administered, so the client is able to change passwords.

• Solicit Reviews
  Your clients are a valuable resource for your company. They’ve seen how you work first-hand. Asking them to provide reviews of your services enables you to promote yourself elsewhere. Some helpful questions include: “What did you like best about my services?” and “What was it like to work for me?”

  After you’ve done this a few times, it’s easy to develop a template of questions that works for you.

  When you’ve received these reviews, be sure to put them in prominent places on your website and other marketing materials.

• Send Follow-Up Emails
  Touch base with the client once or twice over the following months, letting them know about any new services and specials you’re offering. Their life is very busy, so without this reminder they may not think to reach out to you again.

  In sum, taking the time to offboard with grace lets the client know you appreciate all of their patronage, and keeps the door open should they decide to return. Even if they don’t require your services again, your professional behavior makes it likely they’d recommend you to someone else.

13. Send a Handwritten Thank You Letter

Even though technology is the current way of doing things, certain antiquated practices haven’t yet gone out of style. After the final goodbyes, and the project files are all closed and put away, it’s nice to reach into your desk and pull out some old-fashioned pen and paper. Write a personal thank you to the client, letting them know what you enjoyed about the project, and wish them the best.

It’s so rare to receive a written thank you nowadays, and this gesture will really make you stand out in the client’s eyes. To ensure you have their address, ask for it as part of the onboarding process.

These little things count. Sending a personal thank you communicates you value the client as an individual. And they remember you for future projects.

14. Provide Before and After Images

At the end of a long project, it’s really hard for anyone to remember just how far you came and how much work you did. Finding ways to remind your customer of the benefits and improvements you provided is a powerful reminder of how valuable you are.

For example, if you’re an interior decorator, click a few pictures of the area before you work your magic. Then, take another round of photographs after the final curtain is hung, the backsplash is in place and everything sparkles.

When these before and after photos are presented to the client in an album (with your logo on the front!), they’ll be blown away to see how much you accomplished. They’ll love pulling it out and showing off your work to friends. And that turns into free advertising for you!

Or if you’re a hairstylist, take before and after photos of your clients, and set up an Instagram account to show off your skills.

By communicating your value to clients, you’re giving them a ready reason to reach out when they need your services again.

15. Wow Them With Deliverables

What if you took the time to make a scrumptious steak dinner, with all the fixings, including potatoes, salad, and wine, but then served it on paper plates with dixie cups? The meal may taste great, but the presentation would really take away from the overall effect.

In the same way, when you’ve produced a top-notch final deliverable, put in an extra oomph to present it with elegance and elan.

This could look a lot different depending on your service, but make the event as “red carpet” as possible. Bring the whole team together, and pop some champagne to celebrate the final unveiling.

If you’re an interior designer, talk the family into taking off for the weekend as you install the final touches, then dress up the area with flowers and streamers to celebrate crossing the finish line.

If it’s a software release, bring all the stakeholders together to show off the features you’ve created, with some before and after images to demonstrate how far you came.

The client has put a lot of resources into reaching this milestone, and so elevating the experience affirms their dedication. Creating this “wow” factor leaves them thrilled, and as pleased as punch to have done business with you.

16. Use Social Media to Build the “Like Know Trust” Factor

They say you need to see an advertisement seven times before you’ll go ahead and buy something. Retaining customers follows a similar principle.

When a client sees you popping up in their Twitter feed, or photos of your new projects on Facebook or Instagram, it keeps your business front of mind.

It also creates an everyday familiarity to your brand and personality. When all is said and done, people choose to do business with someone who they like, know and trust.

Consistently engaging on social media lets people in on who you are. And the next time they need your services, they’re more likely to pick you over someone they’ve never met before.

17. Utilize Social Proof Persuasion

Did you ever make an online purchase that hinged on a single review? Maybe someone wrote how an album was the best they’d ever heard, and that was enough to tip the scale and get you to click the “buy” button in the checkout page.

Another key persuasion method that Cialdini writes about is social proof. We’re wired, he says, to look to others for cues on how to behave. When we see people buying the latest coffee maker, for example, we determine there must be something to the trend, and we go and get one ourselves.

This is an effective tactic for client retention as well. Staying in contact with former clients allows you to share the new projects you’re working on. Things like Facebook pages, a newsletter, or Instagram are all excellent ways to show off work you’re proud of and share client feedback.

Your former clients come to see how valuable you are in the eyes of others, and this “social proof” persuasion inclines them to return and do business with you.

Maybe this sounds like boasting, but really it’s not. If you’ve helped another person and done your best work, it means others would benefit as well. So don’t be shy! Put your work out there.

18. Adapt to Address Future Needs

The English biologist Charles Darwin is credited with saying that “it’s not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change.”

Trends change rapidly in pretty much any line of work. If you work in interior design, what was in style ten years ago now looks passé. In technology, trends change even faster.

Taking your eye off the ball means a swing and a miss. Too many whiffs, and you’ve struck out. Your former clients look to your competitors for business.

Retaining clients means providing relevant services and products. Staying on top of your game entails ongoing education and revising your services. If you’re a website designer, learn a new software language to broaden your skill set. If you’re an interior designer, attend kitchen and bath expos to stay abreast of seasonal colors and trends.

Communicating these upgrades in newsletters and on social media lets everyone know you’re staying relevant, and you’ll be seen as the go-to person for cutting edge services and products.

19. Learn From Existing Customers

Your current clients can teach you a lot of tips and strategies for client retention.

Solicit their feedback at various stages of the customer journey. One way to do this is by sending out surveys periodically to ask how things are going, what they like about working with you, and areas you could improve.

When you ensure this feedback is anonymous, it gives your customer the space to freely speak their mind.

This in-the-moment feedback is so helpful. You may detect patterns in what you receive. For example, people may rave about your onboarding process, but consistently cite problems with communication during later stages of the project.

This method not only keeps your finger on the pulse of current customers, but it identifies areas to improve, which is key to increasing future retention rates.

20. Unleash Reciprocity Persuasion With Gifts

Do you ever receive a birthday card from a friend, and you immediately mark the calendar to make sure you’ll remember their birthday in return?

This is a classic example of what (yes, we’re going to mention him one final time) Cialdini refers to as reciprocity persuasion. We’re all inclined to return favors. One good turn deserves another, as they say. When our neighbor spends a hot summer day helping us lay shingles onto the roof, that very autumn we’re heading over to his place to lend a hand cleaning leaves out of gutters.

This principle can work its way into your customer journey in so many ways. Providing your customer with an unexpected gift unleashes the reciprocity principle: they’ll feel obligated to return the favor to you.

Coleman discourages giving gifts with your logo on it, as this is really about creating advertising for you. He writes:

“The best presents are meaningful and personalized. They exhibit a level of care and consideration commensurate with the relationship…you don’t need to break the bank. Just ask yourself what you’d get your favorite sibling or your best friend if they were your customer.”

If you’re a photographer, you can frame your best portrait shot and mail it to them. This wouldn’t be a huge extra cost to you, but the touching gesture would mean a lot to them. Or if you’re a salon owner, occasionally giving customers a complimentary bottle of their favorite shampoo makes them feel special and appreciated.

21. Develop Protocol for Communication and Status Updates

Providing your clients with optimal customer experience means keeping them in the loop.

Projects tend to get busy and complicated, and it’s easy to drop the ball from time to time. However, in order for the client to know you’re continually working hard for them, they need to hear from you consistently.

Having protocol in place helps create this continuity. Outline a style guide that includes dos and don’ts for the team. Then, find out how the client prefers to communicate and let them know they can always reach out.

Most projects work in fits and starts. For a few weeks you’re really crunched for time, and then things almost come to a standstill as you wait for paint to dry or custom items to be built. Let the client know that you’re still burning oil for them during the slow period. A simple message like, “Just sent out the order for backsplash tiles today,” keeps them updated and informed.

When you have a system in place, you won’t forget to send those critical texts or emails that let clients know you’re thinking about them, even when your day is full of to-dos.

Providing this solid customer experience is what client retention is all about. It will repay you.

22. Run Through the Finish Line

At the end of a project, your client may not even remember anything about the onboarding process. What leaves the most searing impression, rather, are their final exchanges with you.

Going above and beyond with final deliverables ends the relationship on a high note.

For example, if you’ve designed a website, extend your services for 30-60 days past the launch to fix any bugs and make sure everything is up and working. Let the client know that the door is always open regarding repairs on a deliverable.

By creating this solid final impression, you’re giving the client all the reason in the world to return again soon.

23. Communicate With Clients Like Family

If your marketing assures the client that you’ll take care of them like family, then don’t be hesitant to treat them like family (in the best sense, of course).

Look for opportunities to sit down and shoot the breeze with them, letting them know you value them as a person. Find out when their birthday is, and always acknowledge it with a friendly card. And when you send messages, don’t be shy about sending a video message rather than a text or email.

Not only is a video more personal, but it’s a much stronger form of communication. Videos pick up things like voice inflection, tone, and non-verbal communication, all of which can easily be lost in text and emails.

When the project is complete, the client feels like they’re saying goodbye to a family member, and so will be sure to get back in touch with you when they need it.

24. Change Approach Depending on the Customer

Developing a great client experience isn’t a one-size-fits-all approach.

Everyone’s a little different, as you’ve undoubtedly come to appreciate about your clients. Some people yuk it up like they have all the time in the world, while others speak on the phone only when it’s absolutely necessary.

By reading clients individually, you’re able to gauge their needs and adjust your approach. If you work in a nail salon, for example, identify right away if the client wants to gab, or if they are looking for a quiet space to check out for a while.

Keeping notes on their personality and communication preferences allows you to maintain the rapport when the client returns for your services after a spell. This way, all you have to do is pull out your file, and you can recall all sorts of things about their preferences.

Providing this personalized boutique service lets the client know you see them as an individual, and they’ll repay you with repeat service.

25. Strategize the Discovery Call

The discovery call is a critical moment for establishing an ongoing professional relationship. Rather than winging it, going in with a plan allows you to establish strong rapport with the client from the get-go.

Before the call, research as much as you can about the client. If you have an online application form, include questions about his or her background. Look into the company they represent, and the industry. This gives you a head start on their niche and key competitors.

Most importantly, go into the discovery call planning to have a friendly, agreeable conversation. To that end, here are a few tips and ideas.

• Find Common Ground
  When you have something in common with someone, it’s easy to chat away with them for hours. Establishing rapport with a new client can be as simple as identifying that you have kids the same age, or enjoy similar leisure activities.

• Be Agreeable
  When you have only a short timeframe to create a favorable impression, making a conscious effort to be agreeable goes a long way.

  If the client says they love football, go with it, even if you don’t. Mention memories of tailgate parties in college. Congeniality generates a positive tone that allows conversation to flow.

• Adjust the Thermostat
  Understanding the personality of the new client right away helps to make the discovery call effective. Maybe they’re taciturn, and don’t want to make the conversation personal. Or maybe their life is an open book, and would love to talk about anything and everything.

  Building a friendly, open relationship requires constantly reading the temperature of a conversation and making tiny adjustments, if necessary.

  If you sense that someone is intimidated by your approach, then scale it back. If they indicate they want to go in a certain direction, then let the conversation flow off course for a little bit.

  The discovery calls get easier the more you do them. But being engaged and having your head in the game really sets the tone for the entire project, and the relationship beyond.

Have you ever played ball with a kid? The best fun ever, right? Well, only if both of you know the basic rule – before throwing the ball, you should make sure the other one is in the position to catch it.

The same is true for project handover. You don’t pass the project on to another manager or a client and wish them good luck. You take the time to prepare for the handover, do it properly, and ensure successful completion.

In project management, complicated processes can get out of control and turn into a mess; that’s why project handover is a big milestone in your diary and requires your full attention.

From early planning all the way through to handover and closeout, project managers have to deal with a lot of documentation (and quite rightly so). Overseeing this process in a professional manner is an absolute must.

In this comprehensive guide, you’ll dive deep into the concept of project handover, learn about the types, stages, and essentials of it, discover the best practices, and get a checklist to use for your next project.

What is project handover?

Project handover is the point in the project management lifecycle when the completed tasks are being transferred to the deliverable owner. It marks the completion of delivery and the start of the closure stage of your project.

Basically, the project goes from the Project Manager to the Operational Manager (sometimes referred to as an Integration Manager). Hence the description of project handover as transition from design to use.

Source: Project Management Knowledge Hub

At first sight, this may sound simple enough. However, you should spend time clarifying what this definition means in your particular context.

Be careful. A lack of certainty around the definition can be detrimental to the project’s success. The crucial part is to agree – in advance – how your team and partners understand project handover and when the project is considered to be done. You should also get clear on what is being handed over – ownership, operational responsibility, management, continuity, knowledge, benefits realization or anything else. Make sure the project management plan gives all the answers by outlining everyone’s responsibilities and aligning everyone’s efforts to a common goal.

Moreover, if we view projects from the point of view of benefits delivery, handover is only the start, not the end. A good project handover is when it does what you all agreed it would, and the client gets what they’ve paid for. Here’s an example: projects that deliver a technical solution, but don’t work as intended, are a failure because they simply don’t work for the end users.

Types of project handover

Although the overarching definition is that project handover is the transition of information and responsibility from one to another, project handover may refer to different schemes in different industries and situations.

In construction, it can be the completion of a building or the end of the first year’s warranty period of the building. In IT and software development, project handover might be when members of the project team are no longer involved in the project and you’ve transferred it to another company or a client. Some teams can define it in terms of timing – when all requirements and tasks are signed off as complete. In certain contexts, it might even be when the benefits have been delivered to the end user.

With all this diversity, it’s important to have an agreed position between all parties; otherwise, you’re all aiming for completely different targets.

The stages of project handover

As with all processes, the project handover can be viewed and discussed in terms of phases – before, during, and after. The following model helps us to split the entire process into three stages: pre-handover, handover, and post-handover.

Pre-handover

This is the preparation stage when you specify all details of the project handover. Several steps can be outlined here:

Step 1: Design the transition plan. Poor planning in project management can have damaging results, so divide the handover process into manageable parts and make a checklist of your transition components.

Step 2: Clarify everyone’s roles in the project handover process, including the ones who will be involved in the process from the recipient side.

Step 3: Set a deadline when the handover should be completed and communicate it to all parties involved.

Step 4: Create a communication plan that outlines who communicates which information to whom and when.

Step 4: Agree upon deliverables required at handover and design end-of-job documentation. Note that the end-of-job documentation needs to be meaningful and consistent to the owner.

Handover

Time for the project handover.

Step 1: Conduct a handover meeting to discuss any necessary details and updates after the first stage is completed. Define what is actually handed over.

Step 2: Have knowledge-sharing sessions. Knowledge shouldn’t be transferred during lunch breaks; you need pre-planned meetings to answer questions and provide clarifications as needed.

Step 3: Transfer the ownership. Provide access to documentation and all information needed, including accounts, credentials, requirements, as well as third-party services and tools.

Step 4: Run a quality check before you say, “We’re done.”

Step 5: Project handover sign-off. Congratulations! It’s time for handshakes and signatures!

Post-handover

Post-handover is the follow-up or the support stage to make sure the end user has received all deliverables. The project is now in a live setting. At this stage, you sustain what you’ve created by making sure all snags are taken care of. As a rule, this stage stretches from one to six months.

Step 1: Carry out a project performance review.

Step 2: Support the end user. This can be either on-site or off-site support, depending on the industry you’re operating in or the type of project you’ve delivered.

Step 3: Do monitoring and course-correcting. Explain what the flow is and make suggestions of how people should make use of it. If any issues pop up after observations, update documentation as needed.

Step 4: Collect stakeholders’ feedback. Keep this data organized; you’ll surely need to consult it sooner or later.

Sounds overwhelming? No worries. You don’t need to reinvent the wheel. Past failures have already taught industry practitioners useful information.

Essentials for creating a handover plan in project management

The handover of your next project will go smoothly and without excessive stress, if you’re aware of the possible pitfalls and best practices. Here’s a comprehensive overview of the lessons learned the hard way.

1. Take a benefits-based approach.

First, let’s have a look at the definition of a project as formulated by the Association of Project Management:

“A project is a unique, transient endeavour, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits.”

As you can see, the heavy emphasis is placed not on the effort part but on the outputs, outcomes and benefits projects deliver to the end user. When we view project management from this perspective, we can make a loud and clear statement: “A project is considered to be failed if it isn’t delivering the promised benefits.”

The same is true about project handover. Without a benefits-based approach to the handover process, your team is mainly concerned about getting this project done and rushing on to the next one. In this case, there is little attention and focus on real-life execution.

Therefore, project handover shouldn’t be treated as a date. You should take the time to clearly establish the benefits and prepare the client for using the product and handling any issues that may pop up.

2. Set measurable criteria for success.

What’s one of the most frequent reasons for failed projects? Perhaps the project team doesn’t deliver on their promise? Or maybe the client doesn’t properly understand what they want? The shortest answer will be – it’s a mix.

Avoid vague and general statements. Not being clear about the outputs can jeopardize the project’s overall success. Note that the benefits should not only be established but also communicated to all stakeholders at the outset. If the project hasn’t been delivered and the criteria to measure success haven’t been established initially, both the project team and the client are to blame.

By the way, it’s the responsibility of the project manager to create a balance between delivering project objectives on the one hand and ensuring the benefits realization on the other. Therefore, a wise decision would be to have an assigned team member measure the criteria and report to the project manager on a regular basis.

3. Know your client.

Clients come in all shapes and sizes, so understanding the many different types of clients is essential.

You’ll meet clients who expect you to take their hand and guide them every step of the way. You’ll come across those who are resistant to change and lack the readiness to experiment. You’ll have to handle know-it-all clients who have all answers before you tell them what works and what should be avoided.

Take the time to learn more about the challenges they have and the solutions they’re seeking. Above all, find the answer to one critical question upfront: “What does a good transition mean to my client?”

4. Plan for mini handovers.

Project handover is not something one and done. It’s a transition, not a single date.

Most project management methodologies will place handover within the project integration and project closure stages. That’s why in the case of big projects, teams usually plan for multiple handovers rather than a single release.

To keep everything under control, consider planning mini handovers throughout the project implementation. You might even set time for quick celebrations to keep the team’s spirit up!

5. Aim for usable documentation.

Put data in a shared environment to enable just-in-time access to the information. Make sure all documentation is in a usable and searchable format. This will hinder doing things twice and save everyone precious time.

Pro tip: documentation must be written for the end users. Yes, it may cause inconvenience and force you to take a fresh approach to your traditional way of creating documentation. But for written data to support knowledge transfer, it needs to be meaningful, applicable, and relevant to your end users.

6. Maintain the knowledge.

Things happen. Your team member may get sick or quit unexpectedly. Put every effort to keep the most valuable folks on board, but if it’s not an option, you should get your priorities clear. Remember the golden rule: if you can’t maintain the people, maintain the knowledge. By the way, this is why it’s important to have the requirements written in as much detail as possible.

That’s it. You now have a detailed overview of the project handover stages and know the essentials you should try to put into practice.

Improving project handover: tips and best practices

Learning how to hand over a project effectively can take a hard toll on you. Ready for expert tips to help you create a successful project handover plan? Let’s get started!

• Keep the information from previous projects within reach. Take a systematized approach to handover. Bring to the table the knowledge and lessons learned from your previous experiences. Keep that information at hand and actively review it before you embark on a new project. No matter if you’re a newbie or a seasoned professional in the field, view each handover as an opportunity to collect valuable information for your upcoming endeavors.
• Produce handover materials from the end user’s perspective and plan the knowledge transfer from the beginning of the project. Documents should offer the extra level of detail and serve as a roadmap to making informed decisions and avoiding pitfalls.

• Have end user representation on the project team. Those who are going to use the project outputs should be represented on the project team throughout the project lifecycle. This will guarantee that all parties understand and are prepared to support handover.

  The client’s role is pivotal. Their representation should be programmed into the project instead of being a last-minute thought. So plan for such representation and put this at the back of your project. Get the client in and use their input to guarantee the successful completion of the project. Learn how to increase participation in meetings to get the most out of your regular sessions.

• Have a member of the project team on-site or as a point of contact. After you’ve handed the deliverables over to the end users, continue being in touch. The more you can retain the transfer, the better. Handle any possible modifications and ensure the compliance of deliverables with the agreed requirements.

  Don’t involve all your team members; bring in a reduced project group to support the live setting. Usually, this takes two weeks at a minimum but can extend to a six-month period depending on the complexity of the delivered project.

• Incorporate end user training into the completion stage. Use the period leading up to the handover as efficiently as possible. Plan for imparting the information. Training sessions before the project handover will ensure that all stakeholders are on the same page and agree on the deliverables. Some companies will opt for concentrated training sessions just before the handover, while others will prefer longer and more detailed meetings. Do your best to cater to those specific business needs.

Remember that at the end of the day, good performance on a project is likely to lead to referrals and repeat work. Successful handover is a good indicator that more prospects are going to seek your partnership and hit the purchase button.

Project Handover Checklist

Grab this checklist to guide you throughout the project handover process, keep everyone informed, and help your team enjoy a smooth transition.

1. Preparing for the handover

1. Identify the point(s) of contact.
2. Clarify the frequency of communication and the top priority topics.
3. Identify who is involved in the handover process from the project team. Clearly outline all roles and responsibilities.
4. Set the timeline for milestones (or mini handovers).
5. Set the date when the handover should be completed.
6. Outline the deliverables (what exactly is going to be delivered).
7. Outline the project outcomes (what the deliverables should provide to the end user).
8. Have a breakdown of tasks and responsibilities to be transitioned to the end user.
9. Identify any financial aspects involved.
10. Details about change and risk management. Who is responsible for managing unexpected twists and turns?
11. Set up training for all users.
12. Complete all testing before you proceed.
13. Create a communication plan on how you communicate the handover process to all stakeholders.

2. Handing over the project

1. Set up your handover meeting.
2. Have a detailed presentation to make everything visually perceptible and easy to follow.
3. Discuss the project handoff document and address all questions.
4. Confirm the upcoming due dates and the deadline for project handover.
5. Update the project handoff document once the meeting is complete.
6. Return hired and borrowed equipment (if applicable).
7. Hand over all project documentation.
8. Transfer codebase, accounts & credentials ownership (applicable to app development companies).
9. Closeout contracts.
10. Sign-off contractors.
11. Update systems and records.
12. Prepare a report to be used for reference.

3. Maintaining the handover

1. Complete project closure activities.
2. Carry out a performance review.
3. Complete course-correcting activities.
4. Follow the transition according to planned documentation and provide support to the end user.
5. Collect feedback and document any post-handover changes.

One final note before we wrap up. Don’t forget to customize the checklist and add any project-specific items.

Project management in HR is important for the organization’s success, whether or not the HR team is composed of two members or 18. The Human Resources Department performs a myriad of essential functions for any organization. From recruitment, onboarding, employee performance and engagement, offboarding (and so much more!), the HR team has much to balance. And with shifting employee mindsets and attitudes towards workplace culture, HR professionals have been challenged to stay on top of all the various trends while keeping pace with all their own internal projects.

Let’s take a closer look at why project management in HR is essential, its many robust benefits, and different examples of project management in action within the Human Resources Department.

Why is HR Project Management essential?

Effective project management practices are an efficient way to keep track of projects with hard deadlines, provide the team with the latest updates, and produce a clear and achievable timeline while making sure that the core team isn’t overwhelmed by the proposed schedule.

HR professionals have a responsibility to keep their practices consistent, ethical, and fair. This extends to all branches of any given HR department including:

• Recruitment
• Onboarding
• Employee relations
• Promotions
• Workplace culture initiatives
• Training and development
• Compensation structure
• Performance management
• Intern programs
• Retreats or kickoffs
• Annual salary reviews
• Employee merits
• Offboarding
• Operational management

With all these moving parts, it’s easy to see why a strategic approach to the organization of a multitude of projects is important to the success of the organization. Often, many of HR’s responsibilities cross paths with other departments such as finance or outside counsel. Communication and collaboration with other professionals from different disciplines are frequently required to make effective decisions.

The appropriate project management tools can help to:

• Improve HR’s standard operating procedures, processes, and workflows – Standard operating procedures are quite common in HR, as many of the internal processes need to be managed in a specific way. If processes aren’t constructed well, it can be the cause of many communication issues for the team. This can often lead to mistrust and frustration that reverberates across the entire staff, so it’s important that effective project management tools be brought in to bypass this problem. When the right methods are incorporated into a project, this streamlines procedures and workflows, creating a robust process that everyone on the team can understand and implement. Most importantly, HR project management maintains consistency. While not every scenario will have the same solution, the basics of the necessary procedures will be present, allowing the team to use creative thinking and effective decision-making to come to the best outcome for all parties.
• Lower risk – Major projects that require a delicate solution need to be managed carefully. As project management gathers all the necessary information in the beginning stages, the process can reveal potential risks that the team may face. HR can then approach these situations proactively, having more time to analyze and assess the risks and plan strategically. This minimizes the chance of problems occurring later on.

• Increase the success of all ongoing projects – Depending on the organization and the structure of the HR department, some HR business partners don’t always have one specialty. In fact, the majority of HR professionals have interdisciplinary skills which they deploy over a wide variety of different areas. For example, you can have an HR business partner participate in various aspects of the recruitment process such as compensation recommendations, while in that very same hour, they’ll need to pivot directions and take some time to manage an employee relations issue. This type of transition happens frequently, so keeping various projects up-to-date is crucial for the HR professional. It’s so easy for smaller assignments to slip through the cracks, especially within a fast-paced environment. To avoid escalating issues, project management can help provide clarity on what is still pending and what dependencies exist in order for the HR professional to effectively prioritize their tasks, even with disruptions.
• Keep track of long-term HR activities – Long-term projects are common in HR, so it’s vital to keep track of these endeavors in order for them to come to fruition. For example, let’s say the HR team has decided to review their employee performance appraisal practices. The team wants to transition out of physically written reviews to an electronic platform which will help managers turn in their reviews on time and in a simpler way. However, for the team to be able to pursue this implementation, they’re going to have to spend some time reviewing various software that has the right capabilities that fit the organization’s needs. This is a long-term project, requiring the buy-in of all the leadership at the company. Once a platform has been chosen, there’s the training period for the appropriate staff, the implementation, testing, and then company-wide rollout. This is a huge project to take on! The organization of the meetings and milestones must be done carefully.

HR project management helps the entire team stay organized and up to speed on all aspects of their assigned projects. Given all the various aspects HR is involved in, having a transparent structure, where all members of the staff can see the progression and essential milestones, can create an efficient culture of trust propelled by productivity.

Now that we understand why project management is important in the HR department, let’s review some of the key benefits.

Benefits of HR Project Management

Project management in HR can help the team be more efficient, productive, thoughtful, and confident in their approaches to tricky employee situations as they can rely on their internal procedures to support their decision-making. Effective project management practices can keep momentum steadily moving forward, especially during high-volume times such as the submission of an employee’s annual performance review during a designated month.

HR project management can also benefit the staff in the following ways:

• Increases efficiencies in the recruitment process and eliminates too much back and forth between HR and the hiring managers which generally slows down the hiring process.

• Provides a way to expect the unexpected in project schedules by analyzing previous experiences and having contingencies in place to deal with those factors.

• Holds each team member involved in the project accountable for their part which eliminates the chance of duplicated efforts.

• Builds transparency and trust with effective project management practices.

• Encourages collaboration by providing a platform that allows for seamless communication in the HR department and throughout the organization.

• Supports high productivity by keeping the timeline moving.

• Promotes flexibility through constant communication, which allows for flexibility and the implementation of manageable adjustments.

• Tracks all major active and long-term projects especially those considered high priority including projects requiring buy-in from leadership where scheduling and availability may be a critical issue.

• Enables the team to plan out projects in a shared platform so that all the most important data is in one centralized location.

• Sets clear expectations of the team members participating in the project’s lifecycle so that everyone understands the necessity of their role and the importance of their individual contributions.

• Helps prepare HR managers to give important updates about project progression to leadership which includes company-wide events such as Town Hall. This can also happen at a smaller level such as weekly/monthly team updates.

• Provides insights into team priorities and identifies limited resources, allowing the staff to pivot direction if necessary if other demands were to come up.

• Allows visibility in your team’s commitments to manage workflow and avoid over-scheduling and overwhelm which can heavily impact motivation and productivity. This also helps to maintain a fair and evenly distributed workload throughout the team.

• Enables you to improve communication with other departments by using an interconnected platform, eliminating the constant need for emails.

HR Project Management Examples

HR project management not only benefits HR but also the entire organization. Let’s now take a look at some of these practices in action!

1. Recruitment – The recruitment process can certainly be complicated given that there are many parts to manage. For example, the hiring manager contacts HR/recruitment to discuss their hiring needs. This includes:

• Formalizing a job description
• Appropriately pricing the position
• Setting expectations about the interview process (who manages what)
• Testing (if the position calls for a skills test)
• Interview coordination
• Hiring decision/compensation package
• Verbal/Written offer and acceptance (or rejection) of offer
• Background check
• First-day scheduling – official meeting with HR for paperwork and logistics with associated department

The recruitment team needs a way to track this entire process from beginning to end. By tracking all these pieces of recruitment procedures, the team will be able to easily track where potential candidates are in their consideration process. This also makes it easier for the team to update the hiring managers in a timely manner instead of fishing through emails. The recruitment team can access a platform that simply pulls all of this information together in one central location.

2. Onboarding – Just like with recruitment, the onboarding process has various steps:

• First-day meeting with new employee
• Official employment paperwork
• Photo-taking (for badges, website, etc.)
• Tours (if applicable)
• Orientations
• Training

This is another opportunity where HR project management benefits both the staff and the new employee! Before the new hire has even started, a project management system can help the new employee know what to expect during their first week. If using the right system, new employees can feel more prepared with a customized checklist and a list of documents they can send beforehand, which expedites the onboarding process. HR can then interact with the employee on a whole new level, request that certain documents be corrected prior to the meeting with HR, setting the tone for their first day.

3. Performance review process – HR also manages the performance review process. The majority of organizations have a basic structure(or similar) for performance reviews:

• 30-day check-in (beginning of intro period)
• 60-day check-in (mid-way through intro period)
• 90-day check-in (the last of the introduction period)
• Annual review period (1 year from hire)

It’s important to remember that performance reviews are interactive discussions between a manager and an employee. The manager has an opportunity to have a fluid conversation with their direct report, talk about areas that need improvement, and what is working well. Conversely, the employee also has the opportunity to provide the same feedback to their manager. Having an efficient HR management system that can not only keep track of performance appraisals and their due dates, but can also track which ones have already been submitted, pending, or complete. It can also be a fantastic way to access the feedback and file it away in the employee’s file.

Project documentation is a vital part of any business. It ensures that all employees are on the same page, projects are completed efficiently and effectively, and processes are standardized.

Without a good system in place, employees will waste time trying to track down information, projects will be messier than they need to be, and company processes will not be as streamlined as they could be.

However, many businesses don’t have a good system for project documentation in place, which can lead to a lot of wasted time and money.

In this article, we will discuss what project documentation is and how to create a good management system for it. We’ll also take a look at the benefits of having such a system in place!

What Is Project Documentation?

Project documentation is a collection of documents and files that are related to project management. These can include things like scope statements, requirements specifications, planning reports, or meeting notes, for example!

The purpose of these documents is to maintain accurate records about what has been done already. Also, providing visibility into who owns which tasks within each project at any given time. A good system in place helps employees save time when they need information. It also helps managers track progress, so they know where everything stands on all their projects at any moment’s glance!

It can include any of the following:

• Project scope and objectives (e.g., a list of goals and stretch goals)
• Requirements or specifications for what needs to be done (e.g., how many people will work on it; what tools they need access to)
• Processes for everything from employee onboarding, break schedules, customer service, etc.
• A list of steps to follow when completing tasks/activities related to this particular project, as well as their status updates, so everyone knows where things stand at all times.

The Benefits Of Having A Project Document Management System In Place

When it comes to project management, having a good system for document management can have a lot of benefits.

Here are some of the top advantages:

Monitoring and Control

It helps keep track of information that has been relevant at different stages throughout your projects’ lifecycle, so everyone knows where they stand at all times!

Collaboration

It allows employees to collaborate more effectively by giving them access to documents related specifically to the task they’re working on right now. This means less time spent looking through other people’s material instead of focusing exclusively on their own duties & responsibilities.

Reduces Risk

When there is a good system in place for managing project documentation, then any potential risks can be identified and addressed early enough before they cause any significant issues – and this goes for both internal and external risks.

Standardization

Standardization of company processes is one of the main benefits of implementing a good system for project documentation.

It means that everyone within the organization will be working to the same set of standards, which makes it easier to manage projects as a whole and track progress. This can save businesses time & money in the long run.

Easier to Find Documents

When everything is well-organized and filed away in the correct places, it becomes much easier for employees to find what they need quickly and without any fuss. This can save a lot of time during the course of a project!

Less Wasted Time

When employees don’t have to spend so much time looking for documents, they can focus on their work and get more done.

It is also easier to find errors before they become costly mistakes. When everything is well-organized, it’s easier to identify issues early on before they become major problems later down the line!

Improved Communication Between Teams

A project document management system can help improve communication between employees and managers. It allows them to have better insight into what tasks are being completed by whom, so there’s never any confusion about who owns which task within each project at all times.

Project Management Document Types

There are different types of documents that you may need to create when managing your project documentation:

• Meeting Minutes: these document everything that was discussed during meetings, including decisions made, action items assigned, and deadlines agreed upon.
• Issue Logs: these logs track all issues (and their resolutions) encountered during the course of a project.
• Change Log: these logs track all changes that have been made to the documentation during its lifecycle, including who made those changes, when they were made and why they were necessary.
• Status Reports: these report on how well each team member is doing with their assigned tasks, which helps keep everyone accountable for what they’re supposed to be doing.
• Project Plan: This document lays out the entire project, including its goals, objectives, tasks, and deadlines.
• Design Specifications: these documents detail what needs to be done in order for a design project to meet its requirements.
• Project Risk Register: this document lists all risks that are associated with the project, along with what can be done to mitigate those risks.
• Project Calendar: this document lays out when tasks need to be completed and by whom, so everyone is aware of what’s happening when.
• Task List: this document contains a list of all tasks that need to be completed for the project, along with their associated deadlines.
• Project Checklist: this document is a handy checklist of everything that needs to be done in order to launch a project successfully.

This is by no means an exhaustive list, as each business will likely have different documentation needs. What’s important is that any document your business creates has a proper place that is easy to access.

Project Document Management Best Practices

While there are many benefits to implementing a good management system for your project documents, it’s crucial that you follow best practices in order to get the most out of them!

Here are some tips on how we can do just this:

Organize Documents By Project Or Team Member Name

This makes it easier for everyone involved with each specific task or activity-related document within their projects at any given time. It also helps keep things organized, which improves productivity levels as well as reduces the chances of misplacing documents.

Create A Master Folder Structure

This will act as the primary repository for all project documentation, making it easy for employees to know where everything is and find what they need with ease.

Include A Table Of Contents In All Project Documents

This helps make navigating long and complex documents much easier, as well as allowing employees to quickly get an overview of a document’s contents without having to read through every single page.

Use Templates Whenever Possible

Templates help ensure that all project documents are consistent in terms of layout, font choice, style, etc., which makes them easier to read and understand. This also eliminates the need for employees to spend time formatting new documents from scratch each time a new project starts.

Include Version Numbers

This allows employees to keep track of different versions of documents and which one is the most up-to-date. This is especially handy when multiple people are working on the same document at the same time.

Store Documents In Electronic Format

Not only does this save physical space, but electronic files can also be easily searched, sorted, and accessed from anywhere with an internet connection. Plus, they’re less likely to get lost or damaged than their paper counterparts.

Label and Date All Documents

This makes it easy for employees to quickly find what they’re looking for, especially if there are multiple versions of a document. It also serves as a form of record-keeping, so you can track how changes (or lack thereof) have affected your project over time.

It becomes easier to track when a document was created, who last modified it, and why. It’s also helpful for quickly finding documents based on keywords like ‘project plan’ or ‘budget.’

Make Sure Everyone Has Access To The Right Documents

This will help ensure everyone is on the same page throughout any given project, which will lead to better results in less time. You can restrict access to sensitive information to ensure that only the relevant employees can access classified documents.

Keep Refining Your Processes for Project Document Management

Project document management is not something that can be set and forgotten. You’ll need to keep refining processes as time goes on to make sure your project documents are in tip-top shape.

How to Start A Project Document Management System

The first step in creating a project document management system is to identify what documents your business needs and why. This can be as simple or complex as you want – it just depends on how much time/money you’re willing to invest into this process!

Next, determine where those documents will live (e.g., online folder or project management system). Once these steps have been completed, it’s time for employees to start filling out their respective documents within the new system so that everyone knows what their responsibilities are at all times.

Once you’ve created your document inventory, it’s time to start creating the actual management system. You can create a system of folders on your business’s intranet, but the best option is likely to be using a dedicated project management tool such as Teamly.

Once the new system is in place, the next step is to train employees on how to use it. This can be done through quick tutorials or by having employees shadow someone who is already familiar with the system.

It’s also essential to enforce the new system by holding employees accountable for using it correctly. After all, the whole point of implementing it is to make everyone’s lives easier!

Archive Old Documents, Don’t Throw Them Out

When it comes to document management, one of the most important things businesses can do is archive old documents instead of deleting them. Not only does this help reduce clutter and keep your business organized, but it also provides a valuable archive of information that can be accessed when needed.

Here are some tips on how to archive your old documents:

Start by identifying which documents can be safely archived. This can be done by sorting documents into two categories: active and inactive. Active documents are those that are currently being used or referenced. In contrast, inactive documents are ones that are no longer needed or relevant.

Once you’ve identified which documents should be archived, the next step is to create a system for doing so. One way to do this is by creating a specific folder for archived documents.

Another common method is to use a project management software that has an archive function. This makes it easy for employees to find what they’re looking for, even if they don’t know where it’s located.

You’re also creating a searchable archive of information that can be accessed when needed by archiving old documents. This can be helpful for businesses that need to comply with legal or regulatory requirements.

While the saying “Okay Boomer” may have kicked off what appears to be a war of generations, the truth is that generations have been butting heads for centuries.

“[Young people] are high-minded because they have not yet been humbled by life, nor have they experienced the force of circumstances.”

Rhetoric, Aristotle, 4th Century BC

Had Aristotle had a Twitter account, rest assured that the generational frustration would have been much better known. Social media has made it much easier to not only point out differences between generations but also enable the creation of stereotypes that have trickled into our workplaces.

Thankfully, there are a number of studies that show, without a doubt, that a generationally diverse workforce is not only good business but makes for much more effective teams.

Working Generations

At this time, there are five distinct generations that occupy the workforce or are in positions of authority and influence over the workforce conditions.

The Silent Generation (born between 1928-1945)

While the majority are formally retired, you will still find them sitting on boards as well as other positions in which we rely heavily on their experience. This generation experienced both WWII and/or the Great Depression so it’s no surprise that this shaped their views and work habits. The Silent Generation tends to value tradition and loyalty above all else and are significantly more likely to have spent their entire career with one employer than other generations. Given their experience with the Great Depression, they are known to be thrifty which can be excellent quality in the workplace but sometimes hinder their ability to embrace new technology or take risks. Other words often associated with The Silent Generation include resilience, determination and work ethic.

Baby Boomers (born between 1946-1964)

This appropriately named generation was the result of a steep increase in children being born following the war. Boomers don’t tend to get enough credit for the role that they played in challenging the status quo and initiating some of the most profound movements and changes in our history. Because of their sheer numbers, Boomers grew up in a world of competition meaning those that worked the hardest, saw the advancements in their careers and reaped the rewards as a direct result. Because of favourable economic conditions, most Boomers were able to afford things that are considered luxury today such as homeownership and affordable education. They are known for their discipline and hard work.

Generation X (born between 1965-1980)

Sandwiched between two very loud generations, Gen X is often forgotten or tends to be lumped in with either Boomers or Millenials depending on the year they were born but there are important distinctions that set them apart. After women entered the workforce, birthrates dropped significantly making Gen X much smaller than the Boomers before them. They are known for being incredibly adaptable and resilient, the first generation where it was common for both parents to work outside the home. Gen X has a unique perspective on technology because they have lived through the development of it all, knowing both life with and without it. Though not to the extent of The Silent Generation, Gen X also lived through a recession in the 90’s and that certainly encouraged them to be resilient, thrifty, and flexible.

Millennials (born between 1980-1995)

If you ask any Millennial, they will tell you that they got the short end of the stick and that isn’t entirely untrue. Being raised by a generation that valued good employment, many Millennials were pushed into post-secondary education at a time the cost was significantly higher. While Gen X technically has the most student debt, they have much better employment prospects to manage their payments than Millenials. It isn’t all doom and gloom though, Millennials have challenged the notion that money is the ultimate driver and they demand a work-life balance and want to work for businesses that care about something other than profits. They value connection and work best when they are inspired. Millennials are also known as the pioneers of remote work. When it comes to technology, they are significantly more tech-savvy than previous generations and have high standards of working conditions.

Generation Z/Zoomers (born between 1996-2015)

Zoomers are looking to change the world and they have the best technology in their back pocket to support their movement. Young, energetic and incredibly diverse… just don’t call them Millenials… they really don’t like that. While many Millennials enjoyed their childhoods without social media, Zoomers live on it and it has shaped how they interact with the world. Their name is also appropriate as they are very quick to figure things out, especially technology, taking very little time to learn a new program or even research topics of interest. Much like Millenials, flexibility is a must for this generation and they are driven to work for organizations with a purpose other than just making money.

Managing Distinct Generations

Every single person is influenced by the world around them and although we live on the same planet, experiences differ greatly depending on time, location and even resources available. These experiences shape our motivation as well as our sense of purpose which ultimately effect our work habits and preferences. The sooner that you can embrace this idea, the closer you will be to having a fully functional intergenerational team.

But this won’t come easily.

For example, older generations tend to gravitate towards phone calls or physical meetings over texts and emails that younger people tend to prefer. If your assumption is that young people lack social skills to have phone or in-person conversations, you will miss the true motivation behind this preference and miss an opportunity to understand how experience shapes this preference.

While it is true that the thought of a phone call can be anxiety-inducing for some people, the preference for text or email is actually often based on the consideration of time, their own but also someone else’s. A text or email can be answered at the earliest convenience while a phone call is assuming that someone has the time, then and there, to chat. If you are used to being available and value a short and concise call as was the norm in older generations, this is a non-issue. However, if you are used to the flexibility and less micromanagement of your time, a phone call can feel very intrusive.

There is no right or wrong way to communicate but understanding the motivation will go a long way to opening those doors and building mutual respect. Understanding the origin of these differences opens the doors to a reasonable compromise and reduces tensions.

10 Tips for Managing an Intergenerational Workforce

How you manage or participate in an intergeneration team will vary greatly. There are a lot of personalities at play and generalizations (even the ones given above) can create an unnecessary block. Take a step back and consider implementing the following tips to build cohesion in your team.

1. Throw Out Harmful Stereotypes

It isn’t helpful to take stereotypes into your workspace but it is helpful to understand the different generations that make up your team to better meet their needs. Stereotypes generally focus on the negative so shift your perspective to some of the positive attributes that we understand from different generations and use that as a starting point.

A recent study found that even the threat of age-based stereotypes meant that people did not perform as well and were less likely to work towards longer-term professional goals. If you assume that a Millenial will be entitled, or that a Boomer may push back the thought of updating new technology, you will miss out on the unique perspective that comes with that generation.

Check your unconscious bias at the door and get to know people as individuals. You may be surprised.

2. Understanding Motivations

Consider the conditions of the time that certain team members entered the workforce. Did they start their career in 2020 when a global pandemic forced people to work remotely? If so, chances are that they have come to expect a flexible work environment with the option to partially or full work remotely. If someone started work during any period of recession, they likely value stability and predictability over flexible work arrangements.

While these are generalizations, giving yourself a starting point based on significant historical events will give you an idea of what to expect. From here, simply ask! People are happy to share what motivates them to work and the conditions that they would work best in. Many people share motivations and differ only in how they reach for them.

3. Communicate Preferences

Most issues can be mitigated if only people would clearly communicate. Make it a priority to sit down and speak with your team and provide a safe space for them to express their work and communication preferences… there is no need for guesswork!

There is a time and place for just about every style of communication so finding a balance and offering a compromise will go a long way to building mutual respect. Showing that you will embrace a style opposite of your preference will give a positive example for someone else to move a little bit too and find a happy medium.

4. Educate Your Team on the Value of Diversity

At this time in history, there is really no excuse to not value diversity in the workplace. Whether you have a small or large team, prioritize getting a diverse group of people around the table, age is just one of the measures of diversity but is a great one to start with. Consider also ethnicity and gender identity.

There are sufficient studies from all disciplines including economists that show diversified teams see more success. The initial challenge of finding your balance as it related to managing an intergenerational team is well worth the outcome.

5. Embrace Commonalities

In your quest to mitigate differences, don’t forget to highlight commonalities. What are the common values present in your team? You may be surprised to find more overlap than expected because people can live and express the same values in different ways.

Just about everyone in the workforce wants to:

• Contribute beyond themselves
• Be fairly compensated for their work
• Feel valued and appreciated
• Provide for themselves/their family
• Be happy

These are all things that we can get behind and anything that gets in the way of those desires will cause frustrations among the team.

6. Be Flexible

At first glance (at least for this Millenial), you may assume that flexibility is simply time and space-related. That is certainly true, all studies are pointing that the new generation of workers is expecting their employers to offer some kind of flexible working arrangements but there are a number of areas that you should expect to be flexible in. Do not bend completely in one direction if your team has a diverse generational makeup. Some people truly prefer traditional work hours and expectations and their preferences are valid and should be respected.

Another way to be flexible is in offering personal and professional development based on the needs of your team. Consider what each person is interested in developing or even exploring when it comes to professional skills. Allow your team to work across silos (within reason) and encourage collaboration where ever possible.

7. Respect boundaries

This is one of the hardest parts of managing an intergenerational team and the larger the age gap, the more profound the distinction tends to be.

As younger generations enter the workforce, so do their more progressive views on a number of issues and topics that were once considered taboo to utter in the professional environment. We have them to thank for helping to reduce the stigma and draw attention to a number of important issues such as mental health, gender identity, and diversity. That said, this can cause some tension in an environment with a workforce that was used to simply going to work and doing a job.

It isn’t possible that every single person will agree but it is necessary that they understand why an organization will place a higher value on their stance on these issues. A good example is that of race relations. A 2020 Pew Research study found patterns in responses to the question of Black being treated less fairly. The younger the generation, the higher likelihood that the respondent would indicate that they believe that Blacks are treated less fairly than whites.

The word “respect” often gets thrown out in conversations between generations because their experience has shaped how respect is given over the years – some people feel respect needs to be earned and others that it is implied. This is a balance that will have to be struck within your team.

8. Commit to Learning

Learning is everyone’s responsibility, not just the young people starting out but also the senior-level employees who have been in the workforce longer than the young ones have been on this planet. At its core, committing to learning about each generation is a sign of respect and will help to mitigate any frustrations that may come with differing motivations.

Committing to learning starts at the individual level but can be facilitated through management by creating and structuring teams with complementary personalities and motivations but different perspectives. These pairings will help to break down the silos and appreciate commonalities.

9. Provide Unconscious Bias and EDI Training

While it may seem like a cop-out, outsourcing unconscious bias and EDI (Equity, Diversity, and Inclusion) training is a smart and easy way to start the conversation about working with different groups of people.

10. Set the Standard

There is no better way to encourage change than to walk the walk and talk the talk yourself. Make an effort to connect with people of different generations. This does not mean treating everyone the same, that will inevitably leave some people left out and unappreciated. Respect and acknowledge differences, be intentional about connecting with your team no matter what your position is.