Introduction

As of 2021, over 113,000 architecture firms are operating in the United States, according to the American Institute of Architects (AIA), employing approximately 156,000 architects according to the Bureau of Labor Statistics, and generating an annual revenue of around $40 billion according to Market Research Report on Architectural Services. The industry is highly competitive, with firms from small studios or medium-sized to large multinational corporations. The architecture profession in the U.S. has the most firms in California, with other significant concentrations in New York, Texas, Florida, and Illinois.

Securing contracts as an architectural firm can be challenging due to the high level of competition in the industry. Clients often receive multiple proposals from different firms, making it difficult to stand out and win projects. This is because clients prefer to work with established firms with a track record of successful projects. Therefore, networking within the industry is important for securing contracts, as personal connections can play a significant role in winning new business. Firms also need resources, such as a talented team of professionals and access to the latest technology, to compete successfully for contracts.

In the fast-paced and ever-evolving world of architecture, firms are constantly seeking new opportunities for growth and success, from international collaborations to diversifying service offerings. The need to expand your business to new markets and regions can be a strategic move to stay competitive and thrive in the industry. This article will explore how architecture firms can leverage business expansion to achieve sustainable growth, unlock new opportunities, and take their practice to new heights by focusing on the following headings: the importance of business expansion in architecture firms, identifying new opportunities for sustainable growth, strategies for implementing business expansion, case studies of successful business expansion in architecture firms, challenges and obstacles to overcome, and embracing business expansion for success in architecture firm operations. Let us delve into these headings in detail!

The Importance of Business Expansion in Architecture Firms

One of the key reasons why business expansion is essential for architecture firms is the access it provides to new opportunities and markets. By expanding into new regions or sectors, firms can tap into untapped potential and reach a broader client base. This increases profitability and reduces dependency on a single revenue stream, strengthening the firm's reputation and brand recognition. This can help mitigate risks associated with economic downturns or fluctuations in the industry, creating a more stable and sustainable business model.

Business expansion allows architecture firms to stay competitive in an ever-evolving industry. With technology advancements, changing client preferences, and market trends shaping the architectural landscape, firms that remain stagnant risk falling behind. By expanding their business, firms can adapt to these changes, innovate their offerings, and stay relevant in a dynamic marketplace.

Identifying New Opportunities for Sustainable Growth

This can be achieved by conducting a comprehensive market analysis, understanding market trends, client needs, and competitor strategies will provide valuable insights into potential growth areas. By identifying emerging design trends, underserved market segments, or unmet client needs, firms can position themselves to capitalize on these opportunities and differentiate themselves from the competition.

Collaborating with industry partners, such as developers, contractors, or technology providers, can also open new opportunities for sustainable growth. By leveraging strategic partnerships, firms can access new markets, expand their service offerings, and tap into expertise and resources that may not be available internally. These collaborations can help firms stay innovative, agile, and competitive in a dynamic industry landscape.

Furthermore, embracing technology and digital tools can be a powerful way to identify new opportunities for sustainable growth. From leveraging data analytics to optimize project performance to exploring new design technologies, such as virtual reality or parametric design, architecture firms can enhance their capabilities, streamline workflows, and deliver more value to clients.

Supplemental architectural services, according to AIA, are geotechnical services, planning, architectural acoustics, construction defect analysis, demolition planning service, detailed cost estimating, energy analysis and design, facility management, land surveying services, post occupancy evaluation, renderings, research services, seismic analysis and design, construction procurement, construction documentation – specifications, construction contract administration, project financing and development services and others can help architects generate income, increase the value of the firm, and attract new client.

 Strategies for Implementing Business Expansion

1. Develop a clear growth strategy: Before embarking on any expansion initiatives, architecture firms should develop a clear growth strategy that outlines their goals, target markets, and desired outcomes. This strategy should align with the firm's vision and values and consider market trends, competitive landscape, and client needs. By setting clear objectives and milestones, firms can more effectively plan and implement their expansion efforts.

2. Diversify service offerings: To expand business and reach new clients, architecture firms can consider diversifying their service offerings. This could involve expanding into new sectors or markets, such as healthcare, hospitality, or retail, where there is demand for architectural services. By offering a broader range of services, firms can attract a larger client base and create new revenue streams.

3. Establish strategic partnerships: Collaboration with industry partners, such as developers, stakeholders, or consultants, can be a powerful strategy for business expansion. By forming strategic partnerships, architecture firms can access new opportunities, resources, and expertise that may not be available internally. These partnerships can also help firms expand their reach, enter new markets, and differentiate themselves in a competitive landscape.

4. Invest in technology and innovation: Embracing technology and innovation is key to implementing successful business expansion strategies in architecture. By investing in digital tools, such as Building Information Modeling (BIM), Rhino, Autodesk Maya, Grasshopper, Adobe Creative Suite software, or virtual reality platforms, firms can enhance their design capabilities, streamline workflows, and deliver more value to clients. Technology can also enable firms to explore new design possibilities, optimize project performance, and stay ahead of industry trends.

5. Focus on talent development and retention: As architecture firms expand their business, it is important to focus on talent development and retention. Hiring skilled professionals, nurturing a culture of creativity and collaboration, and providing opportunities for career growth can help firms attract and retain top talent. A strong and diverse team is essential for driving innovation, delivering high-quality design solutions, and achieving sustainable growth.

Case Studies of Top 17 of 25 U.S. Architecture Firms in 2014

FIRM, U.S. HEADQUARTERS                              TYPE OF FIRM

1. HDR Omaha EAC/ENV/GT/GS/P
2. AECOM Dallas             EAC/ENV/GT/GS/P
3. Stantec Inc Irvine, CA AE
4. Jacobs Solutions Inc. Dallas EAC/ENV/GT/GS/P
5. HOK New York AE
6. CannonDesign New York AE
7. Arcadis North America Highland Ranch, CO EA/ENV/P
8. Page Washington AE/P/O
9. PBK Houston AE/P
10. DLR Group Seattle AE/P/O
11. MOREgroup Fort Worth AE
12. ZGF Portland OR A/P
13. Skidmore, Owings & Merrill New York AE/P
14. Kohn Pedersen Fox New York A/P
15. Ware Malcomb Irvine, CA AE
16. NORR Chicago AE
17. PGAL Houston AE

KEY TO FIRM TYPES

A Architect EAC Engineer-Architect-Contractor AE Architect-Engineer EA Engineer-Architect ENV Environmental GT Geotechnical GS Geospatial P Planner O Other

Challenges and Obstacles to Overcome

While business expansion can bring numerous benefits and opportunities for architecture firms, it also presents challenges and obstacles that firms must overcome to achieve sustainable growth. Understanding and addressing these challenges is essential for successfully expanding their business. Here are some common challenges and obstacles that architecture firms may encounter during the expansion process:

1. Financial constraints: Business expansion often requires significant financial resources, including investment in new markets, hiring additional staff, and implementing new technologies. Limited access to capital or cash flow challenges can hinder firms' ability to fund expansion initiatives, leading to delays or setbacks in growth plans. Overcoming financial constraints may require strategic planning, securing financing, or seeking cost-effective solutions to fund expansion efforts.

2. Talent acquisition and retention: As architecture firms expand their business, attracting and retaining top talent becomes a critical challenge. Finding skilled professionals who align with the firm's culture and vision can be competitive, particularly in markets with high demand for talent. Firms may need to invest in talent development programs, create a compelling workplace environment, and offer attractive benefits to attract and retain the best employees.

3. Market saturation and competition: Architecture firms may face challenges in highly competitive markets due to market saturation and intense competition from established players. Expanding into new markets or sectors may require firms to differentiate themselves, demonstrate their unique value proposition, and build relationships with clients and stakeholders. Developing a strong brand identity, showcasing a diverse portfolio of successful projects, and delivering exceptional design solutions can help firms stand out in a crowded market.

4. Regulatory and legal requirements: Business expansion often involves navigating complex regulatory frameworks, permitting processes, and legal requirements in different regions or countries. Compliance with local regulations, codes, and standards can challenge architecture firms seeking to expand internationally. Firms may need to invest in legal counsel, conduct thorough due diligence, and ensure compliance with regulatory requirements to mitigate risks and ensure a smooth expansion process.

5. Cultural and communication barriers: Expanding into new markets or collaborating with international partners can introduce cultural and communication barriers that architecture firms must navigate. Differences in language, business practices, and cultural norms can impact collaboration, project delivery, and client relationships. Firms may need to invest in cross-cultural training, establish clear communication protocols, and foster a culture of inclusivity and diversity to overcome these barriers and promote effective teamwork.

Conclusion: Embracing Business Expansion for Success in Architecture Firm Operations

Embracing business expansion is a strategic initiative for architecture firms looking to drive success, innovation, and sustainability in a competitive market. By expanding their business into new markets, diversifying service offerings, and establishing strategic partnerships, architecture firms can unlock new growth opportunities, reach a broader client base, and differentiate themselves from the competition. While the path to business expansion may present challenges and obstacles, overcoming these hurdles through careful planning, strategic implementation, and a commitment to excellence can lead to long-term success and competitive advantage.

By learning from successful case studies, identifying new opportunities, and implementing sound growth strategies, architecture firms can position themselves for success in a dynamic industry landscape. Business expansion enables firms to stay agile, adapt to market trends, and deliver innovative design solutions that meet the evolving needs of clients and communities. Through financial planning, talent development, compliance, and cultural awareness, firms can navigate the complexities of expansion and pave the way for sustainable growth.

In conclusion, by embracing business expansion and leveraging growth opportunities, architecture firms can solidify their position as industry leaders, drive innovation, and achieve long-term success in a rapidly changing environment. With a clear vision, a strategic approach, and a commitment to excellence, architecture firms can transform their operations, expand their reach, and deliver exceptional design solutions that shape the built environment for future generations. By embracing business expansion, architecture firms can position themselves for continued growth, relevance, and impact in the ever-evolving architectural landscape.

Ready to grow your architecture firm and achieve sustainable success? Discover new opportunities for expansion and growth in the industry. Act now to implement innovative strategies, build new partnerships, and explore untapped markets. Don't miss out on the chance to thrive in a competitive profession. Start your journey towards sustainable growth today!

Author: Bode Adeyemi

Dear PMI Phoenix Chapter Members, 
We are finally getting to the end of a very hot summer and are looking forward to our Arizona Project Management Summit which is taking place virtually October 18^th and in person October 19^th. You can attend one or both, so mark your calendars and be watching for news on this exciting event. The PM Summit is a continued collaboration with the PMI Tucson Chapter and Arizona State University (ASU) PM Network as a result of the success of the inaugural summit last year. This is sure to build on the success of that summit! 

Our annual Board of Director elections are underway for your new board directors. Make sure to get your votes in before September 20^th.  

I wanted to call attention to the growing project management networks – the Yuma Changemakers and the Flagstaff PMI Network – that meet regularly outside of the Phoenix metro area. We continue to work to continue our outreach outside of the Phoenix Metro area. If you are interested in helping support new networks, contact Cynthia Ford at This email address is being protected from spambots. You need JavaScript enabled to view it.. 

Did you know we have a PMI Phoenix LinkedIn Job Fair and a link to the PMI Job Board? If you’re looking for a job in project management or have a job to post, check out these resources. 

We have officially launched our Project Management Toolkit, an introductory guide to the field of project management. This Toolkit is a set of materials for volunteers and teachers to use in teaching students (and other!) about project management to use in schools or other organizations wanting to understand project management. 

Have you checked out our new Wellness Corner on our website? These short, easy to read, but insightful articles feature a perspective we all need in our work lives, a reminder to focus on wellness. If you have any articles you’d like to submit to the Wellness Corner, send them to This email address is being protected from spambots. You need JavaScript enabled to view it.. 

I want to recognize the outstanding commitment of our volunteers. We are a volunteer-run organization, and it is remarkable what we can do with volunteers who have only a couple of hours a week or month to help. Through our volunteers, we have been able to offer exceptional programs and events, such as: 

• Offering our Credential Study Groups. These study groups have consistently helped individuals prepare for their PMP exams. This summer, a pilot group launched to prepare individuals for their CAPM exam. The feedback was so positive, we will be integrating a CAPM Study Group into our rotation of credential study groups available each year to help people prepare for either their CAPM or PMP exams.  

• Graduating from one Mentorship Program cohort on February 28. The next Mentorship Program cohort is preparing to begin on September 18.

• Hosting monthly speaker breakfast meetings that continue to routinely average 100 attendees – the variety of speakers and information offered for professional development is always exceptional. Check out our past breakfast meeting recordings in our webinar library. 

• In-person Phoenix Fusion Networking events that rotate around the Phoenix metro area monthly to engage members and recognize volunteers for their hard work. 

• Partnerships with PMI Authorized Training Partners and the International Institute for Learning (IIL). These partnerships bring you valuable training and professional development opportunities. 

Watch our newsletter, Facebook page, Instagram, LinkedIn, and website for details on all these programs and events, along with much more. If you are interested in volunteering, click here. 

To stay up to date on everything your membership provides you, keep an eye on our monthly calendar, as we add new speakers and events throughout the month. 

Thank you for joining the PMI Phoenix Chapter. You are a valued member, and I want you to get as much benefit from your membership as you can.  

Shane Cretacci 

PMI Phoenix Chapter Board Chair 

Who are Subcontractors?

Subcontractors are individuals or companies hired by a general contractor to perform specific tasks or provide services on a construction project. They are often called with different name variants, such as sub-consultants, trade contractors, specialty contractors, service providers

vendors, outsourced workers, independent contractors, trade partners, external partners, third-party contractors, or support contractors. They typically specialize in a particular trade or service, such as site preparation, structural and framing, drywall, plumbing, electrical, roofing, concrete, painting, etc. They are responsible for completing their portion of the project according to the specifications outlined in the contract. They work under the direction of the general contractor and play a crucial role in the successful completion of construction projects. However, managing subcontractors can be challenging due to their external nature and the need to coordinate multiple parties. To ensure subcontractors perform efficiently and effectively, construction project managers must implement strategies for managing them effectively. This article will discuss some critical strategies for managing subcontractors in construction projects.

1. Clear Communication: Establishing clear communication channels from the project's outset is important in relating with the subcontractors. This includes clearly defining project requirements, expectations, timelines, and deliverables. Regular communication with subcontractors will help ensure everyone is in sync and prevent misunderstandings or delays. Utilizing digital communication tools such as project management software or messaging apps can also help streamline communication and keep everyone informed of project updates.

2. Vendor Prequalification: Conducting a thorough prequalification process is essential before selecting subcontractors for a project. This involves verifying the subcontractor's credentials, past performance, and financial stability. Project managers can minimize the risk of delays, cost overruns, and quality issues by selecting reputable and reliable subcontractors. Additionally, prequalifying subcontractors can help ensure that they have the necessary skills and experience to complete the project successfully.

3. Contract Management: Establishing clear, detailed contracts with subcontractors is crucial for managing expectations and ensuring accountability. Contracts should clearly outline the scope of work, deliverables, timelines, payment terms, and dispute resolution procedures. Provisions for change orders, delays, and quality control measures in the contract are also important. Regularly reviewing and updating contracts can help prevent misunderstandings and disputes between the main contractor and subcontractors.

4. Performance Monitoring: Monitoring subcontractor performance is essential for ensuring project milestones are met on time and within budget. This involves tracking subcontractors' progress, quality of work, and adherence to project specifications. Key performance indicators (KPIs) such as schedule adherence, budget variance, and quality control measures can help project managers evaluate subcontractor performance. Regular site visits, inspections, and progress meetings can also provide insight into subcontractors' performance and identify any issues that need to be addressed.

5. Risk Management: Construction projects are inherently risky, and subcontractors can introduce additional risks. To effectively manage risks associated with subcontractors, project managers should conduct thorough risk assessments and develop mitigation strategies. This may involve identifying potential risks such as schedule delays, cost overruns, safety hazards, or subcontractor non-performance. Implementing licensing, insurance, bonding requirements, and contract indemnification clauses can help transfer risks to subcontractors and protect the main contractor from liability. Additionally, contingency plans for unexpected events or subcontractor failures can help mitigate project risks and ensure project success.

6. Collaborative Relationship Building: Building a positive and collaborative relationship with subcontractors is essential for successful project outcomes. Establishing a trust, respect, and teamwork culture can help foster productive relationships with subcontractors. This includes involving subcontractors in project planning, decision-making, and problem-solving processes. Maintaining open lines of communication, providing feedback, and recognizing subcontractors' contributions can help create a collaborative work environment and motivate subcontractors to deliver their best work.

7. Performance Incentives: Offering performance incentives to subcontractors can help encourage them to meet project objectives and exceed expectations. Incentives such as bonuses for early completion, quality workmanship, or cost savings can motivate subcontractors to perform at their best. Conversely, penalties for delays, safety violations, or substandard work can incentivize subcontractors to meet project requirements and adhere to contractual obligations. However, ensuring that incentives and penalties are clearly defined, fair, and enforceable is important to avoid disputes or misunderstandings.

8. Documentation: Project managers should document all communication, contracts, change orders, communication logs, meeting minutes, and progress reports. Documentation is a reference point for project stakeholders, helps monitor timelines & budgets, and ensures accountability. Maintaining thorough and organized documentation is essential for successful project management and can help resolve disputes, clarify expectations, and learn from past experiences.

9. Quality Control: Project managers should implement measures to ensure subcontractors meet specifications and standards. Regular inspections should be conducted to assess the quality of work and address any deficiencies promptly. By maintaining rigorous quality control standards, project managers can ensure that the final project meets the desired quality and safety standards.

10. Continuous improvement: Project managers should continuously evaluate the performance of subcontractors and seek feedback from all project stakeholders to identify areas for improvement and implement best practices in managing subcontractors. By learning from past experiences and applying lessons to future projects, project managers can enhance their subcontractor management strategies and improve project outcomes.

In conclusion, effective management of subcontractors is essential for completing construction projects. Project managers can ensure subcontractors perform efficiently and effectively by implementing clear communication, vendor prequalification, contract management, performance monitoring, risk management, relationship building, performance incentives, documentation, quality control, and continuous improvement to achieve successful project outcomes.

Author: Bode Adeyemi

What is Post-Project Evaluation?

Post-project evaluation is the process of reviewing and assessing a project's outcomes and overall success after completion. Other names include project review, project assessment, project post-mortem, project debriefing, project evaluation and review technique (PERT), project retrospective, project lessons learned, or project closure review. It involves analyzing whether the project achieved its objectives, delivered the expected results, stayed within budget, and met the specified timeline. This evaluation helps to identify lessons learned, best practices, and areas for improvement for future projects. It can also provide valuable feedback for project managers, project team members, stakeholders, subject matter experts, external consultants, evaluators, or real estate developers to assess the project's performance and make informed decisions for future projects.

How to conduct a post-project evaluation for continuous improvement:

1. Establish Metrics: This involves identifying key performance indicators (KPIs) aligned with project goals and objectives. Metrics include cost efficiency, timeliness, stakeholder satisfaction, and quality of deliverables. Data is collected using quantitative measurements, such as project costs and timelines, and qualitative feedback from stakeholders and team members. Metrics are tracked against predetermined benchmarks to assess project performance. Regular monitoring and analysis of metrics will inform decision-making and identify areas for improvement in future projects. Adjustments to metrics may be made as necessary to ensure an accurate evaluation of project success and effectiveness.

2. Collect Data: Determine the data sources needed, such as project documentation, stakeholder feedback, and performance reports. Select appropriate data collection methods like surveys, interviews, and observations to gather quantitative and qualitative data. Develop data collection tools like surveys and interview guides to gather information from stakeholders and team members. Ensure data accuracy and reliability by collecting data consistently and using standardized procedures. Analyze the data to identify trends, patterns, strengths, weaknesses, and areas for improvement. Summarize the findings using visuals like charts and graphs to present key insights. Conclude the project's performance and

success based on the data analysis. Use the data collected to develop actionable recommendations for continuous improvement, such as process changes or corrective actions for future projects.

3. Access Outcomes: This involves identifying successful elements that played a vital role in the project's overall success. Evaluate the challenges and obstacles encountered throughout the project lifecycle and analyze the strategies to overcome them. Understanding the impact of successful project elements on achieving desired objectives is crucial. Comparing the actual project outcomes with the initial expectations can help measure the project's effectiveness. Sharing the result with stakeholders will foster continuous improvement and ensure better project outcomes in the future.

4. Analyze SWOT: Analyzing Strengths, Weaknesses, Opportunities, and Threats involves identifying project successes, areas for improvement, potential growth opportunities, and external risks. Strengths and weaknesses will be assessed based on project outcomes and performance against objectives. Opportunities may include new initiatives or partnerships that emerged during the project. Threats such as budget constraints or technological limitations will be considered when evaluating project sustainability. The SWOT analysis will provide a holistic view of the project's performance and impact, informing strategic decisions for future projects and enabling organizations to leverage successes and address challenges effectively.

5. Review Financial Performance: This involves analyzing project expenses, budget adherence, and return on investment (ROI). Actual costs will be compared against budget projections to assess financial efficiency and identify variances. Revenue generated from the project will be evaluated to determine its impact on overall financial performance. ROI calculations will be used to measure the project's profitability and cost-effectiveness. A financial review will inform future budgeting and resource allocation decisions, enabling organizations to optimize financial performance and maximize returns on investment in future projects.

6. Evaluate Stakeholders: This involves assessing stakeholder engagement, satisfaction, and impact on project outcomes. Stakeholder feedback is collected through surveys, interviews, and feedback sessions to gauge their perceptions of the project's success and effectiveness. Understanding stakeholders' expectations, concerns, and contributions will provide insights into their influence on project outcomes and relationships with the project team. Their feedback will be analyzed to identify areas for improvement in stakeholder communication, engagement

strategies, and relationship management. Considering stakeholder perspectives will enhance future project planning and implementation, ensuring alignment with stakeholder needs and expectations.

7. Lessons Learned: This involves identifying successful strategies, areas for improvement, and key takeaways from the project experience. Reflection on the project's strengths and weaknesses will inform decision-making for future projects. Analyzing challenges and setbacks will provide insights into how to mitigate risks and improve project outcomes in the future. Understanding what worked well and what could have been done differently will guide project planning, implementation, and evaluation improvements. Lessons learned will be documented and shared with stakeholders to promote a culture of continuous learning and enhancement in project management practices.

8. Develop an Action Plan: This involves analyzing evaluation findings to identify areas for improvement, setting specific objectives, and outlining steps and initiatives to implement continuous enhancements in future projects. Responsibilities will be assigned to team members based on their expertise, with clear timelines established for each action item. The action plan will focus on implementing lessons learned, refining processes, enhancing communication, and addressing any gaps or challenges identified during the evaluation. Regular progress reviews will be conducted to track implementation and ensure continuous improvement. The action plan will drive future projects toward greater efficiency and success.

9. Monitor Progress: This involves tracking the completion of evaluation tasks, ensuring adherence to timelines, and regularly checking in on the status of the evaluation process. Key performance indicators will be used to measure the success of the evaluation against predefined benchmarks. Regular communication among team members will facilitate coordination and address any potential roadblocks. Stakeholder feedback and input will be solicited to ensure the evaluation meets their needs and expectations. Adjustments may be made to the evaluation plan to keep the process on track to ensure that all objectives are met efficiently and effectively.

10. Give Recommendations: This provides actionable insights based on evaluation findings to improve future project outcomes. Recommendations include enhancing communication processes, refining project planning and execution strategies, addressing identified weaknesses, and capitalizing on successful practices. Clear and specific recommendations will be outlined, prioritized, and

assigned to responsible team members with defined timelines for implementation. Stakeholder feedback will also be considered to ensure that recommendations align with their needs and expectations. Regular monitoring and evaluation of the implementation of recommendations will support ongoing improvement and success in future projects.

Conclusion

Real estate developers and other professionals can enhance their project outcomes by conducting a thorough post-project evaluation, implementing necessary improvements, building stronger relationships with stakeholders, and driving continuous improvement in their development practices.

#RealEstateDevelopers #ProjectManagers #PostProjectEvaluationTips #EvaluationStrategies #ProjectImprovements #EvaluationBestPractices #ProjectManagement #ContinuousImprovement #ProjectLessonsLearned #EvaluationMetrics

Author: Bode Adeyemi

Hitting a Pause on Management 

Heather Cardosi, April 8th, 2024

As a project manager, I often roll out of bed with my first thought being coffee and my second, the projects I have running. At the end of my day, locking my computer doesn’t stop the planning and checking of emails. My phone dings for chats and emails long after my workday has ended, as is the case with many project managers today. This constant always on may be doing more harm than good.

“Research, recently published in the Journal of Applied Psychology, suggests that constantly thinking about work may hurt rather than help your performance as a leader… because it drained their mental resources. Instead, leadership effectiveness was highest on days in which leaders mentally turned off from work the night before and were able to recharge” (Jennings, Gabriel, and Lanaj, 2024, p. 1).

Breaking the always-on habit is easier said than done. Redirecting our brains to other tasks can be difficult, requiring the building of new habits and reactions. The first step is to identify where work should end, and personal times begins.

Establish boundaries between work and home. If you work from home this can be much harder but not impossible. Let your co-workers know that when your day is done, you won’t be replying to email and chat. If you need a critical escalation point, then have them Call or Text for an emergency, then establish what can be considered an emergency. If you are going out of office for PTO, set a backup and notify your stakeholders of who to contact.  

Find ways to detach. Once correct expectations have been set, find ways to stop the notifications so they don’t undermine your efforts. Snooze alerts on your cell phone and make a rule you do not open your chat or email.

Use your time for you. Do family activities, run a load of laundry, hit the gym, or even relax with a book. Ensuring personal time is used in ways that are personally rewarding allow for better focus when work time resumes. Competing priorities are lessened as family, household responsibilities and your physical and mental health have each had time to be addressed.

The above won’t solve everything, but taking personal time every day will help lower stress levels and refresh the mind. When stress levels are lower, the ability to mentally pivot increases and the likelihood to react without though lessens. Be willing to put a pause on project management to see just how much of a positive impact it can be. 

References:

Jennings, Ramy; Gabrial, Allison; Lanaj, Klodiana. “Want to Be a Better Leader? Stop Thinking About Work After Hours.” Harvard Business Review,  3 January 2024, https://hbr.org/2024/01/want-to-be-a-better-leader-stop-thinking-about-work-after-hours?ab=HP-topics-text-15

Do you feel confident leading projects?

If you don’t, do you want to?

Do you want to be the project professional who can walk into a room full of conflicted stakeholders with a smile, knowing you have what it takes to get them moving in the same direction and to shepherd your project’s big, important goals toward reality?

Especially in a professional setting, we tend to associate this type of calm poise with experience. If a project manager seems confident, we assume they’ve spent years leading hundreds of projects.

Experience certainly helps. But when it comes to exuding confidence in your project leadership role, lack of experience does NOT have to be a barrier. You do not have to wait years to feel—and convey—confidence in the value you offer your projects and teams.

I don’t struggle with confidence much these days, in my project leadership career or otherwise. But I believe that’s because I DID struggle with social confidence as an adolescent, and I did a lot of the hard internal work at that time to address my obstacles to a confident mentality. In my experience:

1. Feeling confident comes down to identifying what you can be confident IN and WHY—and then facing the reality of your sources of your confidence, letting them push back against your doubt.
2. Showing confidence comes most easily when you feel confident, but there are confident actions you can choose to take as a project leader regardless of how you feel.

In this post, I’ll talk about both feeling confidence and showing confidence with your project teams. Whichever parts you can act on, I know both you and your projects will benefit.

How to Feel Confident

Typically, when I see confidence elevated as a valued trait on social media or in other cultural spaces, people are encouraged to “be confident” without any real direction on how to enter such a state of being. In my teen years, I realized something that helped cut through this vague fog around confidence and allowed me to get in touch with a confidence of my own.

The Confidence Formula:

Confidence is always IN something, and usually BECAUSE OF something.

Let me explain using examples.

If a person is confident, what could they be confident IN?

• Jerry is confident IN his ability to lead project meetings.
• Alice is confident IN the security of her relationship with her partner.
• Ben is confident IN the reliability of his project team.
• Abdul is confident IN his likelihood of getting a promotion.

Now, looking at the same list, what might be the reason behind the confidence in these situations?

• Jerry is confident IN his ability to lead project meetings BECAUSE he leads efficient, effective project meetings every week.
• Alice is confident IN the security of her relationship with her partner BECAUSE her partner has stayed with her through many difficult situations.
• Ben is confident IN the reliability of his project team BECAUSE they’ve nearly always completed tasks on time in the past.
• Abdul is confident IN his likelihood of getting a promotion BECAUSE of the positive feedback his boss has given him lately.

Can you see how people aren’t just “confident” in a general sense, but their confidence is based on beliefs or narratives like the examples above? If you don’t feel confident—as a project leader or otherwise—this is good news for you. Because now you have a path to find confidence. You just need to fill in the blanks:

I can be confident IN ____________ BECAUSE ____________ .

We’ll talk in a bit about how you could fill in these blanks as a project leader, especially if you’re new to the role. But understanding this formula is the first step.

An Important Note About Your Value as a Human

Do you, or does anybody you know, fill in the blanks this way?

I can be confident IN my value as a human BECAUSE OF my professional accomplishments. In other words, are you looking to your professional accomplishments as the basis for your self-worth?

If this is true for you, I really encourage you to take some time to identify another more solid and stable basis for confidence IN your value as a human. Aside from the tremendous personal benefits, you’ll see numerous professional benefits as well:

• You’ll have a seed of confidence to carry with you into all professional situations, regardless of how you’re performing.
• You’ll bounce back from professional failures more quickly because you weren’t asking them to carry the full weight of your value as a person.
• You can be more objective about your professional abilities, and this objectivity will be a catalyst for faster professional growth.

Now, with all this in mind, let’s talk about how you might find a feeling of confidence as a project leader.

As a project professional, what can you have confidence IN?

Professionally, a realistic place to put much of your confidence in is your abilities:

I can be confident IN my ability to __________ BECAUSE ____________.

I would describe much of my confidence as a project leader as “confidence IN my ability to handle whatever a project throws at me.” At the beginning of this post, I painted a picture of a project leader who has “confidence IN their ability to align difficult stakeholders and to shepherd project goals toward reality.”

Even as a new project manager, abilities can form a major part of your confidence picture, but other factors can help as well. Let’s look at some basic ways you might fill in the confidence formula that are honest and genuine.

Your Existing Abilities

Do you lack confidence in specific abilities you need for your role, or your ability to handle certain situations? If so, I still think filling out the confidence formula this way would be honest for you:

You can be confident IN your ability to handle many types of situations BECAUSE you’ve faced similar situations before, and someone gave you a chance because they believe in your abilities.

Key project management skills like good communication, negotiation, conflict management, planning, problem-solving, organization, pivoting, and attention to detail are needed by every human to some extent. If you’re on a project management path, you likely already exercise these skills more than the average person, and excel in at least some of them, if project management feels like a good-fit career for you. You don’t need to use skills as a project manager to have the skills of a project manager.

Furthermore, if you’ve already been given projects to manage in your job, one or more people at your company see these competencies in you even if you don’t see them in yourself. So on the days you doubt your abilities, remember the other people who believe in them enough to be trusting you with their projects.

Your Ability to Grow

But what about abilities you just don’t have, or completely new situations? You can still be a great learner and problem-solver, no matter the setting. Maybe your confidence formula would look like this:

You can be confident IN your ability to figure out how to handle new situations BECAUSE you have many resources available to you.

What are those resources? One very helpful resource is simply telling people you need time to find a solution. The phrase “I’ll get back to you” is your friend. This works in person, by phone, or by email. Nobody expects you to answer every question or handle every problem immediately—a good solution commands more respect than a quick but bad solution.

Maybe you just need the time to think it through. Maybe other project stakeholders or coworkers can help. Maybe your mentors can provide suggestions or an objective perspective. Maybe you could look up ways others have solved the problem, using a tool like the Disciplined Agile Browser from PMI. When you have additional time, the possibilities are endless.

Your Teams

If the previous two approaches don’t help, and you still feel lost, remember you are not alone:

You can be confident IN the willingness of team members and other stakeholders to help you BECAUSE nobody expects you to be good at everything, and this is what teams are for.

In contrast to the previous approaches, this is not about your abilities—it is about the abilities and willingness of others. A few of you might be in particularly unhealthy work scenarios and not have much support. But for the most part, people like to and want to help other people. Just like you get a feeling of satisfaction in helping your project teams, your team members will likely also feel satisfied and empowered when they get to help you.

Yes, this takes some of the control out of your hands as the project leader. But ultimately, this is how healthy teams work. When you struggle to complete a task your project needs to move forward, even if you think it’s your job, can a team member help you out? Ultimately the goal is that you all work together to get the project across the finish line.

Write Out Your Confidence Formulas

Do you see yourself in any of the confidence narratives above? Can you take any of these basic ideas and update the blanks to be more specific to your situation and role?

Writing them out and looking at them regularly can be a powerful force to push back against your doubts. It might actually convince you that confidence is the most honest and realistic way for you to feel about your ability to lead projects.

And don’t limit yourself to just one formula. Why not identify as many foundations for professional confidence as you can? Different statements are likely to be more helpful or resonate with you more on different days.

How to Show Confidence

So we’ve talked at length about how to feel confident in your project leadership role. But maybe the confidence formula doesn’t resonate with you—or maybe it does, but you’re still looking for practical tips for behaving like a confident project leader. Great! This section is for you.

Here are some actions that will communicate confidence to others, and bring you the benefits of confidence, no matter how confident you feel.

Prepare.

I’m sure you’re no stranger to the benefits of preparation, or how confident a prepared person seems. But don’t overlook this time-tested tool. Do the research you’re able to do, and practice what you’re able to practice in the time you have.

Sometimes it’s better to ask for additional time to prepare before a group event like a meeting, so that the meeting will make the best use of everyone’s time.

Look people in the eye, wait an extra second, then smile at them.

Confident people are likely to look people in the eye when they talk, while less confident people are likely to look away. Practice doing the former, maybe with trusted friends at first, and then with people you know less well. If you’ve prepared what you want to say, this can be easier.

Also, when you first look at somebody, if you pause for a second and then smile at them, this will start the interaction off on a great foot while painting you as a confident person. This is an excellent tip I learned from the book “How to Talk to Anyone” over a decade ago and still use regularly.

Speak up about what you know. Be honest about what you don’t know.

When confident people have something genuinely helpful to share, they make a point to share it, even if it requires interruption. Likewise, if they don’t know something, they don’t pretend to know…because they don’t need to boost their own confidence by sounding smart.

You can project confidence by being honest about your knowledge in both scenarios.

Use fewer words.

Using more words to explain an idea usually has the effect of making a person seem nervous, emotional, or defensive. In contrast, you seem more confident in your idea when you don’t feel the need to use as many words to support it.

You don’t need to go to the point of being snippy or curt; still use positive language, a positive tone, and a smile. But confident people do err on the side of being more direct.

Be honest about what you need to do a good job.

Do you agree to do things without enough time or resources because you’re afraid to ask for what you need?

Confident people avoid this. They are honest up-front about the time, help, or materials they need to do a good job so they will be more likely to succeed at what they agree to. And if they don’t know what they need, they ask for time to assess and return with a realistic proposal.

Be authentic, not necessarily extraverted.

This one is for my fellow introverts. While extraverts can seem confident, I have a hard time emulating that level of energy while staying authentic. Instead, I find alternative ways to express confidence that work with my introverted energy—having more one-on-one discussions, taking time to write out my thoughts in an email, preparing for presentations extensively, etc. If you’re an extravert, lean into it! Use that energy to project confidence! But if not, show confidence in ways that are more authentic to you.

Why Confidence Matters

Let me leave you with a few practical benefits of professional confidence to inspire your journey toward building and showing confidence with your project teams.

• Confidence typically inspires trust. People like to follow people who appear confident about what they say and the direction they are going.
• Abilities exercised confidently are more easily noticed. If you do something confidently, those in a position to promote you or offer you a new opportunity are more likely to notice and believe you can perform.
• You’re likely to be more satisfied with your work and enjoy it more. As genuine confidence builds inside you, you won’t waste energy worrying about situations or your abilities. You’ll have more energy to be present in your work and with your teams, and to feel real joy about your contributions.

I hope in the next few days there will be a sticky note in your office, on your refrigerator, or on your bathroom mirror with a confidence formula statement that is authentic for you, and you’ll have tried some confident actions with your project teams. And I hope through these steps, you’ll begin to see that the power to become a confident project leader is already in your hands.

Megan Mehrle, PMP, is a member of the PMI Metropolitan St. Louis Chapter. She has been leading projects since 2016, and she blogs weekly at projectswithimpact.com.

Dear PMI Phoenix Chapter Members,

I hope you all had a great holiday season and are making steady progress on your 2024 professional development goals. It saddens me to inform you that I need to step aside as PMI Phoenix Board Chair due to health issues. Shane Cretacci is assuming the Board Chair role. I will become the Past Board Chair and support Shane as I can. I have been so honored to be your Board Chair and to be part of this incredible Chapter. 

Help me welcome Shane Cretacci who is stepping in as the Board Chair. Shane has been the Past Board Chair, having served as Board Chair from 2021 – 2022. In addition, Shane has been involved as a volunteer with the Phoenix Chapter since 2016, and has been on the Board of Directors in some capacity since 2018. He also received the 2023 Chapter Leader of the Year Award, so I know you are in good hands.

So far this year, we have been working with the Board of Directors to finalize our strategic objectives and 2024 budget so we can submit to PMI for our annual Chapter renewal. Each year our Chapter must be renewed, and this key milestone brings with it increased opportunities for collaboration and funding from PMI.

As we look ahead into 2024, our strategic goals include:

• Monthly Phoenix Fusion Networking for new members to join and connect with existing chapter members. These lively evening events are rotated around the valley in different locations, and are designed for those who've recently joined, those who've been with us for a while, and those curious about our community. These new events average 40-50 attendees each month.
• A Project Management Summit, again with our ASU PM Network and PMI Tucson Chapter partners, planned for this fall to have a virtual day of speakers and a full day of in-person speakers. Our goal is to expand the attendees and breath of topics - more to come!
• Social good events both in the Phoenix metro area as well as in areas around the state. Our goal is to expand our reach!
• Outreach to military members as they transition from military life into a project management career.
• Increase collaboration with our university and academic partners to engage students in project management principles, practices, and careers.
• Continue the programs and events that are foundational to our Chapter, such as our Breakfast Meetings, Study Group, and Mentorship Program, along with many others.

Watch our newsletter, Facebook page, Instagram, LinkedIn, and website for details on all these programs and events, along with much more. If you are interested in volunteering, click here.

To stay up to date on everything your membership provides you, keep an eye on our monthly calendar, as we add new speakers and events throughout the month.

Thank you for joining the PMI Phoenix Chapter. You are a valued member, and we want you to get as much benefit from your membership as you can. 

Stephanie Hanko

Outgoing 2024 PMI Phoenix Chapter Board Chair

Shane Cretacci

Incoming 2024 PMI Phoenix Chapter Board Chair

Culture and behaviors are inseparable facets of human existence, intricately interwoven in the tapestry of societies around the world. As diverse as humanity itself, culture defines our beliefs, values, traditions, and customs, while behaviors reflect our actions, attitudes, and interactions.

Within a professional organization, culture is the collective set of values, beliefs, behaviors, norms, and communication styles that define its identity and influence the interactions and work environment of its members. It sets the tone for collaboration, decision-making, and overall organizational effectiveness.

So, how does PMI define culture?

“Our culture is a community wide agreement of how we get things done, how we treat each other, and how we can all expect to be treated”.

It includes the following important elements:

• How we collaborate with each other
• How we act
• What it feels like to volunteer or work with PMI
• Our mindset, behaviors, and attitudes

At PMI, our systems and processes are WHAT we do. HOW we do them, the mindset and behaviors we choose, is culture. When we talk about organizational culture at PMI, we are talking about our communities of staff and volunteers, not the wider project management community.

What are the Culture Values and Behaviors at PMI?

• Make it Easy
• Aim Higher
• Be Welcoming
• Embrace Curiosity
• Together we can

Over the next several newsletters, we will delve deeper into each of these culture values and behaviors. Check out the PMI Culture Hub to learn more.

Hello PMI Phoenix,

I (Dr. Emily Mertz) and my colleague, Dr. Elizabeth Castillo, with the Faculty Leadership and Integrative Studies at Arizona State University, invite you to participate in completing a survey as part of our research on sustainability in project management, A Pilot Study: A Multi-Scale Study of Factors that Enable and Constrain Sustainability Change and Green Project Management in Organizations.

We are conducting a research study to: 1) explore how to operationalize sustainability in practice and apply it to specific projects; 2) bridge the disconnect between academic knowledge and practical need for tools, techniques, and methodologies for sustainability solutions; and, 3) develop a systems view of how elements at multiple scales (e.g., individual project managers, project management offices, and organizational culture, policies, and structures) intertwine to promote or constrain adoption of sustainable project management practices and organizational sustainability initiatives.

Despite the emerging recognition of the importance of integrating sustainability and project management, there remains a lack of understanding on how to operationalize sustainability in practice and apply it to specific projects.  Your participation in this research study will allow us to assess this gap by identifying relevant factors at multiple scales to generate recommendations and a toolkit that facilitates the adoption of sustainable project management in various organizational types (e.g., private, public, nonprofit) within different industries.  This research could contribute to a critical gap in project management on how to operationalize sustainable project management theory into practice.

Your participation in this study is voluntary.  If you choose not to participate or to withdraw from the study at any time, there is no penalty to you.  There are no foreseeable risks or discomforts to your participation. You must be 18 or older to participate in the study. 

The anticipated time frame for the collection of the survey data is June 19 - July 7.  This survey will be followed with recruitment to participate in focus group interviews anticipated July 24 -August 11, 2023, depending on participant availability.  We expect that individuals will spend 15 minutes participating in the survey followed by a one-hour focus group (if you choose to participate) for a total of 1 hour and 15 minutes for the proposed research activities.  If you are interested in completing this 15-minute survey to help advance research in sustainable project management, please follow this link to the survey.

If you are interested in learning more about the study proposal or the research grant, please reach out to This email address is being protected from spambots. You need JavaScript enabled to view it. for a copy.

Each year, the Future City Competition provides middle school students the opportunity to showcase their vision of a “city of the future.” This year, students were challenged to utilize engineering and project management principles to incorporate climate change initiatives into their city’s design. The Arizona regional finals culminated on January 21, 2023, where PMI Phoenix Chapter members supported the Executive Committee with volunteers and judges connecting these up and coming project managers with real-world professionals.

She proved that she could be a good leader.  She listened to her team and pushed for teamwork.  She helped her team grow and work together harmoniously even when COVID-19 made it impossible for some team members to stay in school.  While some team members were in quarantine, she was faced with technology mishaps, but she still made a way for all minds to come together to continue to stay on schedule.  She wished she had the opportunity to speak with past Future City Competition participants to see what obstacles they were faced with and get help with obstacles they were currently facing.  Nothing could have prepared Emma for what COVID-19 had in store, but she was able to lead her team to complete their project on time.  Team Estrella earned awards such as the ASU Rob and Melani Walton Civic Design Award.  Congratulations, Emma Kelly, for earning this year’s Project Manager award.