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 

Understanding the Basics of Color Psychology

Color psychology is a multidisciplinary field that studies how colors affect human behavior, emotions, and perceptions. It bridges art, design, marketing, project management, psychology, and even neuroscience to reveal how our psychological associations with colors can influence our thoughts, feelings, and actions. Here, I will explore the basics of color psychology, including the emotional impact of colors, the cultural differences & variations, and practical considerations in color psychology.

1. The Emotional Impact of Colors

Colors are powerful communicators, often carrying deep meanings and associations that can influence emotions, perceptions, and behaviors. The meanings of colors can vary based on cultural contexts, personal experiences, and even psychological principles. Below is a breakdown of common color associations and their implications across various contexts.

a). Red

Associations: Passion, energy, excitement, love, danger, urgency.

Psychological Impact: Red can raise blood pressure and increase heart rate, often associated with strong emotions. In marketing, it's frequently used to create urgency (e.g., clearance sales).

b). Orange

Associations: Creativity, enthusiasm, warmth, vitality, playfulness.

Psychological Impact: Orange combines the energy of red and the happiness of yellow, making it a color that encourages social interaction and enthusiasm. It is often seen in advertisements that promote fun and energy.

c). Yellow

Associations: Happiness, optimism, warmth, caution, clarity.

Psychological Impact: Yellow is often seen as a cheerful color that can stimulate mental activity. However, it can also lead to anxiety in excessive amounts, making moderation important in design.

d). Green

Associations: Nature, growth, health, tranquility, freshness, fertility.

Psychological Impact: Green is calming and representative of nature and sustainability. It’s often used in brands that promote health, wellness, and eco-friendliness.

e). Blue

Associations: Trust, calmness, intelligence, serenity, stability, sadness.

Psychological Impact: Blue is generally considered a calming and trustworthy color, making it popular in corporate branding and healthcare applications. Darker shades can evoke feelings of professionalism, while lighter shades can feel more friendly.

f). Purple

Associations: Luxury, creativity, mystery, spirituality, nobility.

Psychological Impact: Purple is often associated with royalty and is seen as a sophisticated color. It can stimulate creativity, making it popular in artistic and creative industries.

g). Pink

Associations: Love, compassion, tenderness, femininity, playfulness.

Psychological Impact: Pink is often linked to romance and nurturing. Its softer tones are calming and can evoke feelings of tranquility.

h). Brown

Associations: Stability, reliability, earthiness, comfort, maturity.

Psychological Impact: Brown conveys a sense of warmth and reliability. It's often used in packaging for organic, natural, or rustic products, suggesting authenticity and down-to-earth qualities.

i). Black

Associations: Power, elegance, sophistication, mystery, mourning.

Psychological Impact: Black is a color of authority and can convey elegance and formality, making it a popular choice in luxury branding. However, it can also be associated with negativity or loss in certain contexts.

j). White

Associations: Purity, innocence, cleanliness, simplicity, new beginnings.

Psychological Impact: White is often linked to minimalism and clarity. It can evoke feelings of peace and cleanliness but can feel cold if overused.

k). Gray

Associations: Neutrality, balance, sophistication, indecision, uncertainty.

Psychological Impact: Gray is a versatile color that can add sophistication and formality to designs. However, it can also convey a sense of dullness or monotony if not used thoughtfully.

l). Gold

Associations: Wealth, luxury, prestige, quality, glamour.

Psychological Impact: Gold signifies prosperity, and affluence is often used to denote high-quality and upscale products. It can evoke feelings of elegance and extravagance.

m). Silver

Associations: Modernity, innovation, technology, elegance, sophistication.

Psychological Impact: Silver represents sleekness and high-tech qualities. It’s often used in branding for modern technology products and services.

2. Cultural Differences and Variations

While color associations can be somewhat universal, culture plays a significant role in shaping how colors are perceived. For example, white is often linked to weddings in Western cultures, while in some Eastern cultures, it is associated with mourning. Understanding these cultural nuances is essential, particularly in global communication and marketing strategies.

3. Practical Considerations in Color Psychology

To effectively utilize color psychology in any communication strategy, consider the following:

a). Know Your Audience: Understand your target audience's demographic and cultural context. What emotions might colors evoke in them?

b). Consistency is Key: Maintain a consistent color palette across all platforms to enhance brand recognition and trust.

c). Test and Adapt: Conduct A/B testing with different color schemes to see which resonates best with your audience. Colors can have varying effects based on context and individual preferences.

The Impact of Color on Perception and Behavior

Color is a powerful tool that profoundly influences human perception and behavior. From the clothes we wear to the environments we inhabit, colors shape our experiences and interactions. Understanding the impact of color can enhance our awareness of its effects on emotions, decision-making, and social interactions.

1. Color and Emotional Response

Colors can evoke specific emotions, often without conscious awareness. This emotional response is rooted in both psychological associations and biological reactions. For instance:

a). Warm Colors (Red, Orange, Yellow): These colors are often associated with energy, warmth, and excitement. They can evoke feelings of passion and enthusiasm but also increase anxiety or aggression in some contexts. For example, in promotional materials, red is frequently used to stimulate urgency, prompting consumers to act quickly.

b). Cool Colors (Blue, Green, Purple): Cool colors typically promote feelings of calmness, trust, and stability. Blue can reduce stress and create a sense of tranquility, which is why it is commonly used in corporate designs and healthcare settings. Green, often associated with nature, can foster feelings of renewal and growth.

2. Color and Decision-Making

Color significantly affects decision-making processes. Research has shown that the colors used in branding, packaging, and advertising can influence consumers' choices. For instance:

a). Products marketed in appealing colors are more likely to attract attention and encourage purchase. Companies often conduct extensive research to determine which color schemes resonate best with their target audience.

b). Colors can also affect perceived value and quality. Consumers might believe that products in elegant colors, like black or gold, are of higher quality, while bright, vibrant colors may be associated with lower price points.

3. The Role of Context in Color Perception

The perception of color is highly contextual. Factors such as surrounding colors, lighting conditions, and cultural background can significantly alter how a color is perceived. For example:

a). The same shade of blue may evoke feelings of calmness in a serene setting but could appear cold and uninviting in a stark, sterile environment.

b). Cultural interpretations of colors can vary dramatically. While white often symbolizes purity in many Western cultures, it can represent mourning in some Eastern cultures, altering emotional responses and perceptions based on cultural context.

4. Color in Social Interactions

The colors individuals choose to wear, or the colors present in their surroundings can influence social interactions and perceptions. For instance:

a). People often form quick judgments based on color. Research indicates that individuals dressed in brighter colors may be perceived as more sociable and outgoing, while those in darker shades may be considered serious or aloof. This can affect first impressions and the dynamics of social engagement.

b). Color can influence collaboration and creativity in environments like workplaces or classrooms. Creative spaces adorned with vibrant, energetic colors may enhance brainstorming and free thinking, while more subdued, cool colors can be conducive to focus and concentration.

5. The Role of Color in Marketing and Branding

Marketers frequently harness color psychology to craft compelling and effective campaigns. The strategic use of color can significantly influence consumer behavior and brand perception:

a). Brand Identity: Colors become integral to a brand’s identity. For example, using red in Coca-Cola’s branding stimulates appetite and creates a sense of excitement and engagement with the brand.

b). Emotional Attachment: Colors can foster emotional connections between consumers and brands. Companies often aim to evoke specific feelings through color choices, solidifying brand loyalty and encouraging repeat purchases.

6. Practical Applications of Color Psychology

a). In Marketing and Branding, companies utilize color psychology to create strong brand identities and inspire consumer behavior. For example, a brand selling health and nutrition products may use green to communicate health benefits, while a fast-food chain may choose warm colors like red and yellow to stimulate appetite.

b). In Interior Design, the colors chosen for a space can influence mood and productivity. Cool colors may create a calming environment, making them suitable for offices or therapy practices, while warm colors might be more appropriate for social settings like restaurants or living rooms.

c). In User Experience (UX) Design, Colors significantly impact user engagement on websites and apps. Thoughtful color schemes can improve readability and navigation while guiding users toward desired actions, such as purchasing or signing up for a newsletter.

d). In Art and Communication, artists and communicators use color strategically to enhance storytelling and emotional resonance. The choice of color in artwork can alter perception and provoke specific feelings, heightening the overall impact of the message.

Case Studies: Successful Use of Color in Project Communication

Color is crucial in project communication, influencing how messages are received and understood. Various organizations have effectively utilized color to enhance communication, improve engagement, and achieve project goals. Here are some compelling case studies demonstrating the successful use of color in project communication.

1. NASA’s Mars Rover Mission

Context: NASA’s Mars rover missions involve highly technical work that requires clear communication among diverse teams, stakeholders, and the public.

Color Application: NASA used colors strategically in documentation, presentations, and public communication to differentiate between various mission elements. For example, the technical documents employed a systematic color scheme to highlight various functional components, with red often used to indicate critical components while green indicated safe areas.

Outcome: The color-coded charts and graphs improved comprehension for scientists and lay audiences, resulting in better understanding and engagement with the mission's progress. The use of vibrant colors in presentations at public events also garnered significant media attention and interest in the mission, successfully conveying excitement and scientific achievement to the public.

2. Coca-Cola’s Advertising Campaigns

Context: Coca-Cola is known for its distinctive branding and advertising, with color playing a pivotal role in its marketing strategies.

Color Application: The trademark red color of Coca-Cola is not just a signature but also has psychological implications associated with excitement and energy. The company consistently leverages this color across all marketing materials, creating a strong brand identity and emotional connection with consumers.

Outcome: This effective use of color has reinforced brand loyalty and increased customer recognition. Coca-Cola’s marketing campaigns, especially during festive seasons, utilize bright red and contrasting colors, drawing attention and eliciting positive emotions. This consistency in color usage has made it one of the most recognizable brands globally.

3. Slack’s User Interface Design

Context: Slack is a collaboration platform that aims to facilitate effective team communication.

Color Application: Slack employs a vibrant color palette in its user interface, utilizing colors to categorize conversations and notifications. For instance, different channel colors help users quickly identify and prioritize discussions, highlighting bright-colored notifications to ensure they stand out without overwhelming users.

Outcome: The thoughtful application of color has improved user engagement and productivity. Users report higher satisfaction due to the intuitive design, allowing them to navigate the platform easily. Using color aids in reducing cognitive load, making it simpler for teams to stay organized and focused.

 4. Airbnb’s Visual Branding Strategy

Context: As a global leader in the home-sharing industry, Airbnb needed to develop a strong brand identity that communicated the essence of its service: belonging and community.

Color Application: Airbnb chose a distinctive color palette with warm coral as its primary brand color, which evokes feelings of warmth, friendliness, and approachability. The accompanying colors include soft neutrals and vibrant accent colors, giving the brand a unique and inviting personality.

Outcome: The effective use of color has helped Airbnb create a memorable and cohesive brand presence across platforms. Its visual identity resonates with users, fostering a sense of community and hospitality central to the brand’s messaging. This strategic color choice has positioned Airbnb as more than just a service provider; it reflects a lifestyle that attracts millions of users globally.

5. Trello’s Project Management Tool

Context: Trello is a project management tool that allows teams to organize tasks and projects visually.

Color Application: Trello utilizes color coding for different cards and labels within its interface, enabling users to customize and prioritize tasks effectively. Users can assign specific colors to represent different projects, urgency levels, or team responsibilities.

Outcome: Using distinct colors in Trello has enhanced user experience by facilitating visual organization. Users can quickly scan their boards and identify which tasks need attention, improving productivity and collaboration among team members. Customizing colors also empowers users, increasing their engagement with the tool.

Choosing the Right Colors for Effective Project Communication

Effective project communication is essential for collaboration, understanding, and engagement among team members and stakeholders. One often overlooked aspect of communication is color. The appropriate use of color can enhance clarity, convey messages more effectively, and create an emotional connection with the audience. Here are some essential considerations for choosing the right colors for effective project communication.

1. Understanding the Purpose of Communication

Before selecting colors, it’s crucial to identify the purpose of your communication. Are you presenting a project proposal, providing a status update, or celebrating a milestone? The purpose will guide your color choices:

a). Informative Communications: For reports or presentations focused on data, such as project progress or results, use neutral colors (e.g., blues and greens) that are easy on the eyes and encourage focus and clarity.

b). Persuasive Communications: If your goal is to convince stakeholders or secure buy-in, use colors that evoke energy and urgency, such as red or orange, to capture attention and inspire action.

c). Celebratory Communications: In a celebratory context, bright and vibrant colors can reflect enthusiasm and positivity, fostering a sense of accomplishment.

2. Audience Considerations

Understanding your audience is key to selecting effective colors. Different demographics may have varying cultural perceptions and emotional responses to colors. For example:

a). Cultural Context: Research how color meanings vary across cultures. Some colors have specific associations; for instance, white is often linked to purity in many Western cultures, while it may symbolize mourning in some Eastern cultures.

b). Audience Preferences: Consider the preferences of your audience. For a technical audience, subdued colors may be more appropriate; for a creative team, vibrant and bold colors can encourage a free exchange of ideas.

3. Creating a Color Palette

When choosing colors, aim for a cohesive and harmonious color palette that enhances readability and visual appeal. A good palette typically consists of:

a). Primary Color: Choose one or two primary colors representing the project or brand. These colors should align with the overall goals and identity of your communication.

b). Secondary Colors: Select complementary colors to highlight different sections or types of content. Secondary colors can add contrast and draw attention without overwhelming the viewer.

c). Neutral Colors: Incorporate white, black, or gray to balance vibrant colors. These shades help frame content and improve legibility, making it easier for the audience to absorb information.

4. Accessibility Considerations

When choosing colors, it’s vital to consider accessibility to ensure that all audience members, including those with color vision deficiencies or other impairments, can effectively engage with your communication. Here’s how to enhance accessibility:

a). Color Contrast: Ensure sufficient contrast between text and background colors. Higher contrast improves readability, especially for individuals with low vision. Tools like the Web Content Accessibility Guidelines (WCAG) provide standards for determining the level of contrast needed.

b). Avoid Color-Coding Alone: Do not rely solely on color to convey information. Use text labels, patterns, or icons to reinforce messages so that those who cannot perceive certain colors can still understand the content.

c). Test with Diverse Users: Gather feedback from diverse users to understand how your color choices are perceived. This step ensures that your communication is inclusive and effective for everyone.

5. Context-Specific Color Use

Different contexts may require adjustments in color application. Here are a few considerations:

a). Presentation Settings: Limit the number of colors for slideshows and presentations to maintain clarity. Overuse can distract the audience from the message. Aim for a cohesive theme throughout the presentation.

b). Printed Materials: In printed documents, be aware of how colors translate on paper compared to digital screens. Some colors may appear differently when printed, affecting clarity and comprehension. Conduct test prints to check color fidelity before final production.

c). Digital Platforms: Consider how colors will be displayed on various devices for digital communications (like emails or webpages). Test your color scheme on multiple screens and formats to ensure it maintains impact and readability.

6. Guiding Emotional Responses

Using color strategically can guide emotional responses and attitudes. Consider the emotions you wish to evoke in your audience:

a). Urgency: If you want to convey urgency or prompt immediate action, warm colors like red or orange can create a sense of excitement.

b). Trust and Professionalism: Blue tones often communicate reliability and professionalism, making them suitable for communication with clients, stakeholders, or in corporate settings.

c). Positivity and Creativity: Bright, vibrant colors can inspire creativity and enhance collaboration, making them ideal for brainstorming sessions or informal team meetings.

7. Effectiveness through Consistency

Consistency in color usage reinforces brand identity and message clarity. Whether it’s for internal documentation or client-facing materials, maintaining a consistent color palette will help establish recognition and authority:

a). Brand Alignment: Ensure that your chosen colors align with your brand's identity and values. Consistent use of specific colors across projects creates a cohesive look that reinforces brand recognition and helps your audience associate colors with your message.

b). Visual Guidelines: Develop visual guidelines that outline how colors should be used in various contexts, including typography, logo usage, and backgrounds. This ensures that all team members are on the same page and consistent.

Conclusion

Leveraging colors effectively in project management can significantly improve communication, collaboration, decision-making, and stakeholder engagement. Project managers can foster an atmosphere of engagement and productivity by applying thoughtful color strategies—ranging from enhancing clarity through color-coded systems to creating an inviting and stimulating work environment.

Additionally, regularly evaluating the impact of color choices will allow teams to refine their approaches and continuously improve project outcomes. In a world where visuals play an increasingly dominant role, understanding and harnessing the psychological effects of color is an invaluable asset for any project manager seeking to achieve successful results. Embracing color as a strategic tool can transform how teams work and how stakeholders perceive projects, ultimately leading to enhanced collaboration, higher morale, and improved project success rates.

Introduction: Understanding Music’s Influence on Work Dynamics

Music has long been integral to human culture and significantly influences our emotional and cognitive states. In recent years, its impact on work dynamics has garnered considerable attention from researchers, employers, and employees. As workplaces continue to evolve—be it through the rise of remote work, open office spaces, or collaborative environments—the role of music in enhancing productivity, creativity, and employee well-being cannot be overlooked.

The psychological effects of music are profound and complex. Studies indicate music can boost mood, reduce stress, and enhance motivation. These factors are critical in shaping work dynamics, as they directly affect an employee's engagement and performance levels. For instance, upbeat and lively music can energize a team, while calm and instrumental tracks might help individuals focus on complex tasks. This duality suggests that the type of music played in the workplace should be tailored to fit the specific environment and tasks.

Understanding music's influence on work dynamics is not just about the soundtracks we choose but how these musical selections can alter our cognitive processes, emotional states, and interpersonal relationships in the workplace. As we move further into an era where flexibility, well-being, and innovation are paramount, harnessing the power of music can become a strategic advantage in shaping productive and fulfilling work environments. Whether through direct application in workspace design or encouraging a culture that celebrates musical engagement, recognizing and leveraging music’s potential can transform the modern workplace.

The Role of Music in Boosting Team Morale

In the contemporary workplace, fostering team morale is fundamental to creating an environment where employees feel valued, motivated, and engaged. One powerful yet often overlooked tool in this endeavor is music. Whether played in the background during work hours, used as part of team-building activities, or employed to celebrate achievements, music can enhance team spirit and boost morale in various ways.

1. Creating a Positive Atmosphere

Music has an innate ability to influence emotions. Upbeat and energizing tunes can uplift spirits, fostering a vibrant atmosphere that encourages positivity. When played in communal spaces, music can help create a welcoming environment where team members feel energized and ready to collaborate. This positive atmosphere is essential for promoting open communication and creativity, two critical components of effective teamwork.

2. Encouraging Bonding and Connection

Shared musical experiences can strengthen bonds among team members. Group activities centered around music—such as team karaoke sessions, music-themed parties, or collaborative playlists—provide employees with opportunities to connect personally. These experiences can break down barriers and facilitate relationships, helping to build trust among team members. When employees feel connected, they are more likely to support each other and work cohesively towards common goals.

3. Boosting Motivation and Productivity

Many individuals find that music enhances their focus and productivity. Upbeat or instrumental music can serve as an effective backdrop for tasks, helping team members to maintain concentration while also elevating their mood. Studies show that certain types of music can increase productivity by fostering a rhythm that encourages employees to engage fully in their work. Employees' motivation and productivity improve their overall job satisfaction and team morale.

4. Providing a Stress Relief Mechanism

The modern workplace can often be a source of stress. Music has been shown to reduce anxiety and create a calming effect, making it an excellent tool for stress relief. Whether playing soothing tracks during intense work periods or organizing music breaks, incorporating music as a stress reliever can enhance well-being. A less stressed team is happier, more resilient, and capable of overcoming challenges.

 5. Celebrating Achievements

Music is often an integral part of celebrations and incorporating it into team achievements can enhance the sense of accomplishment. Playing a team anthem or celebratory song after hitting a milestone can create a shared experience of success, reinforcing a team’s collective identity and pride. Celebrations foster a culture of recognition and appreciation, essential elements

Selective Music Genres: Discover What Works Best for Team Productivity

The relationship between music and productivity is a fascinating area of study. Different genres can elicit various responses from individuals and groups, influencing focus, creativity, and overall work performance. Understanding which music genres work best for team productivity is essential for optimizing the workplace environment. Here’s a look at several genres and artists; you can discover what genres you like most by checking them out.

1. Classical: Bach, Mozart, and Beethoven.

2. Rock: The Beatles, The Rolling Stones.

3. Pop: Taylor Swift and Ariana Grande.

4. Hip Hop: Jay-Z, Tupac Shakur, The Notorious B.I.G, Drake.  

5. Jazz: Louis Armstrong, Mile Davis.

6. Blues: B.B. King and Muddy Waters.

7. Country: Johnny Cash and Dolly Parton.

8. Reggae: Bob Marley and Lucky Dube.

9. R&B (Rhythm and Blues): Beyoncé and Usher, Whitney Houston.

10. Folk: Bob Dylan, Woody Guthrie and Joan Baez.

11. Metal: Metallica and Black Sabbath bands.

12. Gospel: Kirk Franklin, CeCe Winans.

13. Punk: The Ramones and The Sex Pistols.

14. Soul (Combines elements of R&B and gospel): Aretha Franklin and James Brown.

15. Latin Music: Shakira and Marc Anthony.

16. Electronic Dance Music (EDM): Calvin Harris and Daft Punk, Avicii.

17. Alternative/Indie: Radiohead, Arctic Monkeys, Tame Impala.

How to Discover Your Preferred Music Genres

Discovering your preferred music genre can be a fun and personal journey. Here are some steps to help you explore and identify the types of music you enjoy:

1. Listen Broadly: Start by listening to various music genres. Platforms like Spotify, Apple Music, or YouTube offer recommended playlists and radio stations for different genres. Explore the genres above.

2. Take Note of Your Reactions: Pay attention to how you feel while listening to different types of music. Do some songs energize you, while others might make you nostalgic or relaxed? Write down your thoughts and emotions connected to various genres.

3. Identify Favorite Artists and Songs: List your favorite songs and artists as you listen. Look for patterns in your preferences—do you gravitate toward upbeat tempos, emotional ballads, or intricate lyrics?

4. Explore Playlists: Many streaming services offer personalized playlists based on your listening habits. Check out curated playlists in different genres and see which ones resonate.

5. Engage with Music Communities: Join online forums, social media groups, or local music clubs to discuss and share music. Engaging with others can expose you to new genres and artists you might not have considered.

6. Attend Live Shows: Whether it's a concert, a local band at a bar, or a music festival, experiencing live music can help you discover genres you enjoy. The energy of a live performance can enhance your appreciation for a particular style.

7. Experiment with Music Apps: Use apps like Shazam to identify songs you hear and find their genres. Some apps also suggest music based on your current tastes.

8. Reflect on Your Mood and Activities: Consider what type of music fits different aspects of your life—working out, relaxing, studying, or driving. Certain genres may enhance your experiences in specific contexts.

9. Question Your Past Favorites: Remember songs or albums you loved as a child or teenager. Often, early musical influences can reveal your core preferences.

10. Give It Time: Musical tastes can evolve, so don’t rush the process. Keep exploring and enjoy the journey of discovering what you love.

Case Studies: Success Stories of Music in Teams

The integration of music into team dynamics has yielded promising results across various industries, showcasing its potential to enhance collaboration, creativity, and overall productivity. Here are some enlightening case studies that illustrate the success of music in team settings:

1. Spotify: Enhancing Collaboration Through Music

Spotify, the popular music streaming service, not only promotes music to its users but also harnesses the power of music within its corporate culture. The company encourages employees to create and share playlists relevant to team projects or office moods. For instance, during brainstorming sessions, teams are encouraged to play playlists that fuel their creativity, with many opting for upbeat pop or electronic music.

2. Bose: Soundscapes in the Workplace

Bose, a leading audio equipment manufacturer, implemented a trial program introducing background music in various departments to enhance productivity. The company found that playing instrumental or ambient music during specific tasks significantly improved focus and task performance.

3. Google: The Power of Playlists

Google, known for its innovative corporate culture, has long recognized the impact of music on productivity. The company leveraged this by incorporating music into both formal and informal gatherings. Regular jam sessions were introduced for employees to showcase their musical talents, benefiting team bonding and workplace morale.

4. Coca-Cola: Team Building Through Music

Coca-Cola has creatively integrated music into team-building initiatives. For an annual team-building retreat, they organized a "battle of the bands" where different departments formed bands to perform for their peers. This activity boosted morale and emphasized the importance of teamwork and collaboration in a fun and engaging environment. The event allowed employees to showcase their talents beyond their professional skills, fostering camaraderie among individuals who may not interact regularly in their day-to-day roles.

5. Zappos: Music as a Morale Booster

Zappos, known for its customer service excellence, incorporates music into its workplace culture to enhance employee morale. The company has a "personal development" program includes music-based workshops where employees can learn instruments or participate in group singing sessions. These initiatives are designed to promote teamwork and foster individual creativity.

6. Pixar: Soundtracks and Creativity

At Pixar, the creative powerhouse behind beloved animated films, music plays an essential role in the creative process. The company often utilizes music to score brainstorming sessions and creative workshops. During development meetings for films, they play soundtracks that evoke specific moods and emotions related to the explored themes.

Evaluating the Effects of Music on Team Performance

Music has long been recognized for its ability to influence emotions and behaviors, making it a powerful tool in various settings, including the workplace. Evaluating the effects of music on team performance is essential for understanding how it can be effectively integrated into team dynamics, fostering productivity, creativity, and collaboration. Here are key areas to consider when assessing the impact of music on team performance:

1. Defining Key Performance Indicators (KPIs)

To effectively evaluate the effects of music on team performance, it's essential to establish clear KPIs that align with organizational goals. Some relevant KPIs might include:

a). Productivity Levels: Measure output and efficiency during work sessions with and without music.

b). Quality of Work: Assess the quality of completed tasks, reports, or projects influenced by musical environments.

c). Creativity Metrics: Use tools such as brainstorming session outcomes or the volume and uniqueness of ideas generated.

d). Team Cohesion: Analyze team collaboration and communication before and after music integration.

2. Pre-Implementation Assessment

Conduct a baseline assessment before introducing music into team settings to understand current team performance levels. This may involve:

a). Surveys and Feedback: Collect data from team members regarding their current working conditions, music preferences, and perceptions of productivity.

b). Task Performance Metrics: Evaluate initial performance indicators such as project completion rates or quality scores.

3. Experimental Design

To assess the effects of music, consider implementing a controlled experimental design. This could involve:

a). Music versus No Music Conditions: Compare team performance during specific tasks in sessions with music to sessions without music, ensuring similar workloads and team compositions.

b). Different Genres and Volume Levels: Experiment with various types of music (e.g., instrumental, classical, upbeat) and varying volume levels to determine their impact on performance.

4. Team Engagement and Morale Measurement

Music can significantly influence team engagement and morale, contributing to overall performance. To evaluate these aspects:

a). Employee Engagement Surveys: Use tools like pulse surveys or engagement indices to quantify team members' feelings about music integration and its impact on their work experience.

b). Focus Groups: Conduct discussions to gather qualitative feedback on how music influences team dynamics, motivation, and workplace atmosphere.

5. Post-Implementation Evaluation

After a defined period of implementing music strategies, conduct a thorough evaluation to assess changes in team performance. Key components include:

a). Comparative Analysis: Compare pre-implementation KPIs with post-implementation data to measure any significant changes in productivity, quality of work, or team cohesion.

b). Ongoing Feedback: Continue to gather feedback from team members about their experiences with music in the workplace. This can be done through regular surveys or open forums where employees can express their thoughts on the music environment.

6. Utilizing Performance Analytics

To objectively analyze the effects of music, leverage performance analytics tools:

a). Task Tracking Software: Project management software monitors task completion times, efficiency metrics, and individual contributions within varied musical settings.

b). Quality Control Metrics: Implement quality assurance protocols that evaluate the final outputs, assessing any differences in quality between music-supported performance and traditional methods.

7. Longitudinal Studies

Consider conducting longitudinal studies to evaluate the long-term effects of music on team dynamics:

a). Ongoing Monitoring: Track performance trends over an extended period to determine if initial positive effects are sustained or adjustments are needed.

b). Adaptability Assessments: Evaluate how well teams adapt to music integration over time. For instance, does performance continue to improve, stabilize, or decline with prolonged exposure to music as a tool?

8. Making Informed Adjustments

Based on the findings from evaluations, make informed adjustments to your music strategy:

a). Customizing Playlists: Create customized playlists based on team members' preferred genres and feedback, adjusting for task types and project phases.

b). Flexible Implementation: Adopt a flexible approach, permitting teams to choose whether to work with music, particularly in tasks that require intense focus or analysis.

c). Regular Review Meetings: Conduct periodic reviews to assess the ongoing effectiveness of the music strategy and make necessary tweaks based on team input and performance data.

Future Trends: The Evolving Role of Music in the Workplace

As the workplace continues to evolve in response to technological advancements, shifting employee expectations, and changing organizational cultures, the role of music is becoming increasingly significant. Various emerging trends suggest how music might be integrated into the future workplace, enhancing employee well-being, productivity, and collaboration.

1. Personalized Music Experiences

The future workplace is likely to focus on personalization, including audio experiences. With technological advancements, companies may offer personalized music playlists tailored to individual preferences and work tasks. Algorithms could analyze employees’ productivity patterns and task types to suggest or create playlists that optimize focus or creativity. This shift towards a customized auditory environment could lead to higher engagement and satisfaction levels.

2. Music as a Wellness Tool

With a growing emphasis on mental health and well-being, music is poised to play a critical role in workplace wellness programs. Organizations may implement music therapy sessions, mindfulness playlists, or ambient music zones to help employees manage stress, enhance relaxation, and promote emotional well-being. Regular access to music can be a powerful tool for employees to recharge and maintain mental wellness, improving overall productivity.

3. Integration of Music with Technology

As remote work and hybrid models become more common, the integration of music with collaboration tools is likely to increase. Platforms like Zoom, Microsoft Teams, and Slack might incorporate features that allow users to share music playlists during meetings or provide built-in background music options for virtual environments. Improved audio quality and technology could support immersive musical experiences during team collaborations, making virtual interactions more engaging and less isolating.

4. Focus on Collaborative Music Experiences

Future workplaces may leverage music as a tool for team building and collaboration. Shared music experiences, such as collaborative playlists or group jam sessions, could enhance bonding among team members, fostering a sense of belonging and community. Organizations might host themed music events or encourage teams to create soundtrack playlists that reflect their personalities and projects, allowing for deeper connections beyond work-related interactions.

5. Increased Diversity of Music Genres

As organizations become more global and culturally diverse, there will likely be a broader acceptance and celebration of varied music genres worldwide. This diversity can foster inclusivity and understanding in the workplace. Cross-cultural playlists may be created that reflect employees' diverse backgrounds, promoting cultural appreciation and enhancing team cohesion through shared musical experiences.

6. Data-Driven Insights on Music Impact

With the growth of data analytics and employee feedback tools, organizations can gain deeper insights into how music affects productivity and job satisfaction. Companies can refine their music strategies based on empirical evidence by analyzing performance metrics in conjunction with music usage. This data-driven approach will allow decision-makers to identify which types of music yield the best results for different tasks, teams, and workplace environments, ensuring that music is utilized as effectively as possible.

7. Hybrid Workspaces Designed for Music Integration

The design of future office spaces will likely incorporate areas specifically intended for musical engagement. These spaces may include dedicated zones for collaborative music-making, relaxation lounges featuring soundscapes to enhance concentration or even performance spaces for employees to showcase their musical talents. Such designs foster creativity and openness, encouraging employees to take breaks with music or even participate in team-building music activities.

8. Gamification of Music in Work

Incorporating gamification elements into music experiences can enhance engagement and motivation among employees. For instance, organizations could introduce challenges or competitions that encourage teams to create playlists based on specific themes or project goals. By integrating rewards and recognition systems tied to these musical initiatives, companies can harness the competitive spirit while strengthening teamwork through shared goals.

9. Focus on Ambient Music and Sound Design

As research reveals the positive effects of ambient sounds on focus and creativity, organizations may invest more in sound design to optimize the auditory environment of their workspaces. Collaborating with sound designers to create tailored soundscapes that support various work activities—such as brainstorming, focused work, and relaxation—will become increasingly common. This attention to sonic aesthetics enhances the overall workplace experience, improving employee satisfaction.

10. Fostering Connection Through Music for Remote Teams

Music can be a powerful tool for remote and hybrid teams to bridge the gap between physical distances. Activities such as virtual music listening parties, shared playlists, or synchronized listening sessions can foster connection among team members. Companies are likely to develop structured programs that encourage employees to engage with one another musically, making virtual interactions feel more personal and collaborative.

Conclusion

In conclusion, the role of music in boosting team productivity in project management is multifaceted and profound. By harnessing the power of music, teams can create an environment that nurtures creativity, enhances focus, and promotes collaboration. The strategic use of music can help to reduce stress, improve mood, and foster a sense of belonging among team members, leading to higher engagement levels and a more cohesive team dynamic. As project managers increasingly seek innovative ways to optimize performance, incorporating music into the workplace emerges as a valuable tool. Ultimately, recognizing and leveraging music's psychological and emotional benefits can significantly enhance productivity, driving teams toward successful project outcomes. Therefore, it is essential for managers to thoughtfully integrate music into their workspaces and daily routines, ensuring it aligns with the team's goals and enhances overall performance.

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.