Rebles Guide to PM

1. How to Set up a PMO (Project Management Office): A Step-by-Step Guide

   

   I love this topic because, like many of you; I was brand new to PMO Management when I was first offered a PMO. It was scary and you might not understand where to start. Yes, you can search up and down LinkedIn, and I can tell you that there is advice there for sure, but it is often not expert advice.

   I read it all the time, people telling you how to run a PMO and have zero or very limited experience doing it themselves. I saw a PMO expert that was offering an eBook for building PMOs on LinkedIn a couple of days back, but when I dug into his profile, he had no PMO experience. His LinkedIn banner said he was a PMO coach as well!

   So, I am not saying this to disparage anyone; I am not. I say that the key to learning is through hands-on experience, and a classroom setting can only provide limited knowledge. So, please search for people who have done this before because those are the ones that have learned the hard lessons and can really help you grow in this PMO space.

   

   Why learn from me?

   Let me spend a minute and tell you the story of when I started in my first PMO leadership role. I was a project manager working for AT&T Wireless in the early 2000s; I think it was 2003, and my director at the time asked me to take on running the Data Warehouse PMO from her.

   I was a Data Warehouse Project Manager at the time and had lots of experience managing projects, but never a PMO. But, she wanted me to do it, so I said yes, I would love to try. She was managing the PMO at that time, and was asking me to take it over for her.

   I was excited and scared at the same time. Handing me her PMO meant a ton to me, and I would not fail. So, that’s it, and really that simple; I hinted to her I wanted it for a long time and she finally caved in and gave it to me.

   What is a PMO?

   I have said this a couple times in articles and interviews before, but there is no single definition of a PMO.

   Let me explain. A PMO at one company can mean something completely different to another company.

   For example, when you define a PMO, focus on the P of the PMO. Is that P stand for Project, or does it mean Program or Portfolio? That’s the point, but when you don’t know what the executives want for the PMO, then you will not know how to define the PMO properly.

   I have seen so many definitions of a PMO being a “Project Management Office” meaning the P is for project management and that is not wrong, but it is not the same across every company.

   My current PMO has Portfolio, Program and Project Management. So, I am using all 3 Ps in this case. Therefore, don’t look for a single definition from the web or anyone article. Look for what makes sense for your company.

   What are the different types of PMOs? Aka… The PMO Model

   I think this list grows every time I get on LinkedIn. It is crazy how we can keep saying the same thing in different ways.

   Here is the list I have used for a while that seems pretty solid and ones adopted and accepted by the industry.

   PMO types include:

   • Directive
   • Controlling
   • Enterprise
   • Agile
   • Managing
   • Supportive
   • Center of Excellence

   You may see different names from these listed above, and I get that and like I said, it is changing all the time. But for now, as you are learning and growing in this space, stick to what the industry is already using.

   What are the roles and functions of a PMO?

   This is also a very interesting question because what you see when you search on what roles and functions do you need in a PMO on the web, the most common result that comes back is project management roles.

   You might see some other roles like Business Analysts, but again, it is very much project management related. That will make sense when your PMO has Project Management as the main P, but what I have done is come up with a better and more structured way of understanding what roles and functions you need in your PMO.

   I have used this same process across my PMOs for years now with great success. Basically, what you do is take your PMO Service Offerings that your PMO is going to perform, and you create the roles needed to perform those services. It is that simple.

   You can check out the book here: PMO Service Offerings eBook on Amazon today that guides you through this simple but effective end-to-end process.

   What are the benefits of a PMO?

   This is another significant area to cover when creating your PMO, but another area as well that will differ from PMO to PMO and organization to organization.

   You should start with a benefits list like this below, but adjust and tweak for your organization.

   1. Standardization of program and project execution
   2. Improved governance across the organization and individual projects
   3. Resource management and utilization
   4. Increased program and project visibility
   5. Issue and risk management across programs and projects
   6. Knowledge sharing
   7. Enhanced communications
   8. Strategic alignment to the companies mission and vision
   9. Performance measurement and process improvement
   10. Ongoing training and employee development

   As you can see, there are just some of the top benefits of having a PMO at your company, but these benefits, although standard across the industry, may not resonate with your company.

   As a new PMO leader, make sure you have a benefits list that everyone in your organization can rally behind.

   What skills are you going to need to run a PMO?

   As a new PMO leader; you don’t know what you don’t know, so having a list of these skills is important.

   Here is what I feel you will experience most days in your PMO and, therefore, you will need these skills to be successful. They include:

   • Helper
   • Advisor
   • Teacher/Mentor
   • Facilitator
   • Auditor
   • Strategic Planner
   • HR Manager
   • Negotiation
   • Communications
   • Motivation
   • Problem Solving

   Make sense? Did I miss any? Anything else you would add? If you are new at running a PMO, jot down this list and look for courses and ways to improve your skills in these areas. I can help you as well if you are really serious. If interested, just email me at billdow@dowpublishingllc.com.

   Ok, let’s jump into it now, with a look into how we build a PMO.

   How do you setup a PMO?

   That’s a significant question because when I got that PMO role, I had eleven years of project management experience already, but zero running a PMO. So, I did not know where to start officially, but more in a position to take over what she already had in place.

   Remember, back then, 2003 PMOs were new, so there was nothing in place like there is today. At that time, the internet had limited resources to assist me in understanding what to do. There were no books or experts available in the field.

   So, what I did and in hindsight, it was not the right thing to do, but I started running the PMO based on how I ran my projects. So, if I had an issue and risk log for my projects, then, of course, my PMO would need risks and issue logs.

   If I had a schedule for my project, then, of course, my PMO needed a schedule as well. With that, I also wanted to see all the project manager’s schedules, so one of the SOPs of my PMO was that all project managers had to have project schedules.

   Basically, I ran the PMO like I ran a project. In hindsight, that was not the right approach, but that was ok, it was all I knew back then. My focus was on the tactics and execution of all the projects in the PMO, rather than on the PMO itself.

   https://www.youtube.com/watch?v=DoZT3y9Lkik

   What did I do wrong? A look back into how I built PMOs

   Well, first I have to say, go easy on me, remember the timeframe, it was 2003 and there was not a lot of information about PMOs. It is quite different today where everywhere you turn, there are PMO materials at your fingertips. Back then, YouTube wasn’t available either!

   But, what did I do wrong and where many, many PMO managers struggle today, and that is this: not treating their PMOs like fully fledged organizations.

   Ineffective leaders don’t treat their PMOs like they would treat Finance, HR, IT, Marketing, etc. They don’t look at PMOs like a business function, but more so a place to crank out programs and projects, which is very wrong.

   I wanted to share where I began managing PMOs and how I approached it because I believe it will resonate with you and where you might be today. You might not look at your PMO like an organization as important as say Finance.

   I would say “STOP” right there and change your thought process. If you think that way, change your thinking about your PMO, so you are giving it the importance that it is at your company. It is not about cranking out programs and projects.

   Does that make sense? Ok, let’s keep going and unpacking that a bit more.

   Challenges in setting up a new Project Management Office

   Establishing a Project Management Office can be an exciting, but it is not without its challenges. Trust me, in the ten PMOs I have built, they have not been easy. I had management challenges, people challenges, budget challenges…etc.

   I know for a fact that one common hurdle that organizations face when setting up a new PMO is resistance to change. PMOs have such a negative connotation to them that just in the name alone, people turn away and think it is negative. Employees may be comfortable existing processes and reluctant to adopt new methodologies introduced by the PMO.

   Manage the change

   Most people don’t like change and introducing a PMO is a big change to how projects are run in a company.

   As a PMO leader, to address this proactively, it is crucial to involve stakeholders early in the planning process, communicate the benefits of the PMO clearly, and provide ample training and support to help everyone transition smoothly.

   Emphasize the benefits

   By emphasizing how the PMO will enhance efficiency, reduce risks, and ultimately lead to better project outcomes, you can mitigate resistance and foster agreement from all levels of the organization.

   I have done this by ensuring the “why” behind the PMO and what value it brings to the organization. You do that by interviewing key stakeholders and understanding the problems they are having around program and project execution and then put those Services in place to address those challenges for your PMO.

   Yes, there are many challenges to getting support for a Project Management Office (PMO), but if your PMO effectively addresses current and future business challenges, it will increase its acceptance.

   Secure the right resources

   Another challenge that organizations often face when setting up a new PMO is the limitation of resources. Limited budget, inadequate staffing, or competing priorities can hinder the smooth implementation of the PMO.

   For example, many PMOs are not just one person, they often start out with limited staff and then grow and grow based on the perceived value they are bringing to the organization. But the more staff you hire or move into the PMO, the more expensive it is going to be for the company. Executives don’t often want to put a large budget towards operating a PMO, which is a huge challenge.

   To overcome this resource obstacle, it is important to identify resource gaps early on and prioritize allocation based on critical needs. By defining the service offerings and using my PMO Staffing Model RACI, you can identify the services the PMO will offer and determine the staff needed to perform those services.

   Here is an example: your PMO is going to have a governance and intake process. Well, on the PMO Staffing Model, you would have Governance and then you outline the staff you need to perform the Governance Process.

   Another example, your PMO will have dashboard and reporting, then you are going to need report developers. I have outlined this entire process in a lot of my materials, of course, the best being my book “The PMO Lifecycle: Building, Running, and Shutting Down” sold on Amazon today.

   Be proactive

   Navigating the complexities of setting up a new PMO, finding practical solutions to address challenges efficiently becomes huge and challenging for any new PMO leader. This means being proactive with your project management office and constantly searching for opportunities to grow in the future.

   Embracing a mindset that values continuous improvement and agility ensures that your PMO remains adaptable and will continue to grow. I can’t stress that enough that you need to be continually looking to improve and mature your PMO.

   

   Planning your PMO

   When embarking on establishing your Project Management Office, the initial crucial step is to define clear and measurable goals and objectives for your organization.

   Your PMO is a fully fledged organization and if you don’t treat it like that, you will only ever be a bunch of programs and projects. If you approach it like an organization, you will need to have clear statements about your purpose, your future direction, and your targets because that is what you typically do in any organization.

   I strongly believe that your PMO is just as important as Finance, HR, IT…etc. So, when you align your PMO goals and objectives with overarching organizational goals and objectives, you create a roadmap for mapping your PMO to your company.

   If you want more information on my tactical steps of building a PMO, check out my article on the steps to building a PMO. 

   Building your PMO team

   As you embark on establishing your Project Management Office (PMO), one critical aspect is building a strong and cohesive team. Identifying key roles and responsibilities within the PMO structure is vital to ensure that operations run smoothly and efficiently.

   A PMO team plays a unique role in creating an amazing PMO, and your role is to ensure you build the best one possible.

   Create a staffing RACI

   I have a tool that I have been using for years that I think you might like as well. It is called the PMO Staffing Model RACI. I used it for years and what I love about it is that it gives you the roles and the services of the PMO and it outlines how you are going to staff those roles.

   Consider the skills required

   When determining the roles required for your PMO, consider the diverse skills and strengths needed to cover all aspects of the organization, not just project management.

   For example, you may need a Governance Analyst that may or may not have project management skills and that’s ok. Or a Communication Specialist who ensures clear and effective interaction within the PMO. By assigning responsibilities that align with each team member’s skill sets, you are optimizing their performance and enhancing overall productivity.

   Read next: How to create a powerful PMO Mission Statement

   Build out people-based programs

   Once you have your PMO staff in place, one thing that I have done for the last several PMOs was build out a series of people-based programs in the PMO.

   Those programs include:

   • PMO Leadership Program
   • PMO Buddy System
   • PMO Mentoring Program

   It is these kinds of programs that will help you grow your staff, invest in their future and give them the hope they can keep growing and learning in your PMO.

   Build a team

   Imagine your PMO team as puzzle pieces fitting perfectly together to complete the bigger picture of an organization’s success. Each individual brings something valuable to the table, whether it’s technical expertise, leadership skills, or creativity.

   By recognizing and capitalizing on these unique talents through thoughtful role assignments, you are not only ensuring optimal performance but also fostering a collaborative environment where everyone feels valued and motivated to contribute their best work.

   Ultimately, building your PMO team is about creating a supportive ecosystem where each member can thrive and collectively drive projects towards successful outcomes.

   Ok, I have lots and lot to share in the people side of running a PMO, but for now, let’s move onto another area where I feel is critically important, and that is standard operating procedures (SOPs). I love them; I think they are so important.

   Developing Standard Operating Procedures (SOPs) for the PMO

   As you think about creating a PMO, one of the smartest things that you can do is to ensure very early in the process that you have SOPs created for the particular services of your organization.

   I love this idea and I have created SOPs before, so let me provide some details here so we can align on this process. When you think about what SOPs to create, it is going to be based on your PMO services you offer.

   As I mentioned before, your PMO services they are going to be based on your PMO type (Directive, Controlling, Supportive etc), and when you think about creating SOPs, you need to think about the ones that make sense for the different services of your organization.

   Here are some typical PMO SOPs you can create:

   • Governance SOPs
   • Portfolio Management SOPs
   • Program Management SOP’s
   • Project Management SOP’s
   • Business Analysis SOP’s
   • Training SOP’s

   This is just some SOPs that you can create for your PMO, and again, it is going to depend on the Services, the type of PMO…etc. That will all drive which ones you will have in your organization.

   Why SOPs?

   The SOPs are like the guideposts to which the various roles in the organization follow for their particular area. You want everyone to follow repeatable steps to ensure standardization across the organization.

   Imagine having a series of SOPs for all roles in the PMO and you know people are following the same processes and procedures where possible. Also, by having clearly defined SOPs, you eliminate ambiguity and ensure consistency across all roles.

   Examples

   For example, in executing projects, you could create a standard operating procedure that includes clear descriptions of important steps, goals, assigned tasks, and communication guidelines that apply to all projects.

   This clarity not only defines expectations, but also facilitates smoother coordination among team members who are aware of what is expected at each stage of the project.

   Another example could include having a standard procedure for risk management within your PMO ensures potential risks are identified proactively, mitigated effectively, and tracked consistently across projects.

   Document your SOPs

   Documenting these procedures in a user-friendly manner will make it easier for new team members to onboard quickly and align themselves with the established processes without unnecessary confusion or delays.

   When documenting SOPs that are more comprehensive, you create valuable resources that can be referred to whenever needed by anyone inside and outside of the PMO.

   By documenting lessons learned from past projects and incorporating them into future endeavors, this systematic approach not only enhances risk response mechanisms, but also contributes to building a culture of continuous improvement within your PMO.

   These documented lessons become valuable resources that can be referred to whenever needed by anyone inside and outside of the PMO.

   Many PMO leaders forget about having standard SOP’s in place, but when you do and you get these all setup, you are going to help move your PMO bar tremendously.

   Implementing tools and technologies for Project Management Offices

   Selecting the right project management software is a crucial step in establishing how you will report and show the data from your PMO.

   You need to research and select tools that perfectly align with the unique needs of your organization and be clear, there is no one tool that solves everything you will need in your PMO.

   For example, if your organization focuses on agile development methodologies, opting for software like Jira or Trello could be beneficial.

   If your world runs both Agile and Waterfall software development projects, then traditional project management tools might work better. This is an organization specific decision and tools need to be right sized for your needs.

   Ensure your team can use the software

   Once you’ve chosen the software for your PMO, the next vital step is ensuring that your team members are well-equipped to use it effectively.

   Imagine giving your PMO team members tools and expecting them to run their projects with those tools without training? We can expect that the results may not meet expectations.

   Similarly, by providing thorough training sessions on using the selected software, your team members can sharpen and enhance their efficiency. This investment in training will pay off in the long run by streamlining processes and optimizing project delivery using tools and processes incorporated into these tools.

   Popular tools

   There are tons of tools on the market for PMOs that include:

   • Microsoft Project Online
   • Microsoft Planner Premium
   • SmartSheet
   • Asana
   • Monday.com
   • Wrike
   • ClickUp
   • Jira
   • Trello
   • Confluence
   • AirTable
   • Basecamp

   The tool list is endless and grows daily, so keeping a full consistent list won’t be possible. However, the list above is some of the more popular tools and ones I would recommend.

   Your company is going to have their own versions and opinions of what they recommend, so a lot of times PMO Managers need to deal with the tools the company gives them to use in their organization.

   Choose tools that create your foundation

   When selecting tools that complement your projects and offering comprehensive training to your PMO team, you’re not just modernizing project management within your organization – you’re laying down a foundation for future program and project success.

   Remember, investing time upfront in choosing suitable software and empowering your team through training is key to unlocking maximum efficiency and success within your PMO structure.

   Monitoring performance and continuous improvement

   Once your Project Management Office is up and running, the next step is to think about monitoring performance and striving for continuous improvement.

   I think it is so important to continue to determine how you are going to grow and mature your PMO that I wrote an eBook on the topic. It is called PMO Process Improvements eBook and you can grab the eBook here. In this eBook, you are going to find the tricks and techniques I have used for years in growing and maturing PMOs.

   If you incorporate just some of these areas, you will go a long way in maturing your organization.

   Establish KPIs

   Another way, and this is not something I recommend you doing immediately when first building a PMO, but when the time is right, but that is establishing Key Performance Indicators (KPIs).

   Align these KPIs with your organizational objectives and they should provide a clear snapshot of how well the PMO is functioning in meeting its goals.

   For example, if one of your PMO’s objectives is to reduce project delivery time, a relevant KPI could be the average time taken from project initiation to completion. I have written an eBook on the topic called PMO Metrics eBook, and you can click the link to grab your copy.

   Regularly review metrics

   Regular KPI and metric reviews are essential in the monitoring of your PMO and allow you to identify areas that require attention and drive continuous growth within your organization.

   By conducting these reviews at set intervals, you can create a feedback loop that enables you to adapt strategies, address challenges proactively, and capitalize on opportunities for improvement across your organization.

   By defining specific KPIs unique to your PMO’s objectives and instilling a culture of regular performance reviews, you can cultivate an environment that thrives on data-driven decision-making and ongoing enhancement.

   Monitoring performance allows you not only to measure success objectively but also empowers you to make informed adjustments towards creating a more efficient and effective project management ecosystem.

   Embrace this step as a chance to refine and innovate within your PMO, driving sustainable growth while staying aware of emerging trends or changes in industry best practices that can enhance your operations.

   Communicating effectively within the PMO and across teams

   Effective communication is the cornerstone of a successful Project Management Office (PMO). Let me say that again, communications are key.

   I wrote a book called Project Management Communication Tools a couple years back for project communications and I'm thinking strongly about writing a new book specifically for PMO Managers on communications.

   Establishing clear communication channels within the PMO not only promotes transparency but also fosters collaboration among team members.

   For instance, setting up regular team meetings, using project management software for updates, and encouraging an open-door policy can promote that information flows seamlessly within the PMO.

   Transparency in communication helps in aligning everyone towards common goals and enhances overall productivity. When you think about various communication channels, here are the top ones I have found in running many PMOs.

   Let’s look at what I use in my PMO.

   PMO communication channels

   • PMO Leadership to Executive Leadership
   • PMO Leadership to Customers and Customer Leadership
   • PMO Leadership to PMO employees
   • PMO Leadership to other organizational employees

   Does that resonate with your organization as well, because across several PMOs these have been the main interactions I have and therefore, should be roughly the same for you as well?

   Emphasizing the importance of effective communication across the PMO is vital to minimize risks and address issues promptly across your organization.

   Encouraging feedback loops where team members feel comfortable sharing concerns or suggestions can lead to quicker problem resolution and improved decision-making processes.

   Sometimes, you are still going to go through the forming, storming, norming, and performing with people and that’s normal and expected, and really an important part of learning how to communicate with one another.

   Collaboration tools and dashboards help PMO communications

   Another trick and tool I have used across several PMOs is implementing tools like instant messaging platforms (for example, Microsoft Teams) and PMO Dashboards (like PowerBI) can facilitate real-time updates on project progress, ensuring that everyone is informed.

   By fostering a culture of open communication both within the PMO and across teams, organizations can create a supportive environment where ideas are freely shared, leading to innovative solutions and smoother project executions.

   This is a topic I could write about all day, and my advice as a PMO leader is that you have to focus on those different communication channels every day running your PMO. The more you communicate and get the PMO information out to your various audiences, the better position you are in running your PMO.

   Running your PMO – How is that different than building!

   We have covered the basic steps for building a PMO, but you are also going to be in a spot where you have to run what you have built. That differs from building a PMO and pulling everything together. I have lots of information that I can share, such as my “How to run a PMO webinar” that you can watch and get some information, because building and running is very different.

   One of my best pieces of advice I can give you is that you need to continue to mature your PMO at a pace that is comfortable for you and your organization.

   You will always have an executive who wants you to go faster and produce more, but the reality is that your organization will control the pace of change. Nothing else, so remember that as you think about maturing your PMO.

   You yourself will also want to implement everything as fast as possible to show value, and I get that. I have done it before myself, but don’t forget to remember crawl, walk, run. Crawl, walk, run is something I talk about all the time in maturing PMOs.

   Making incremental improvements is more important than trying to rush maturity on everything and in the end making little to no improvements.

   Remember, your organization controls the pace of change, so understand that pace of change and you will do just fine running and maturing your PMO.

   Your next steps

   As we wrap up one of the most important areas I wanted to cover in this entire process is: you are not alone. I was exactly where you were, 20+ years ago and if there is anything I can make your journey easier, I am here for you.

   To everyone embarking on this PMO journey: remember that successful implementation is not just about ticking off boxes – it’s about embracing each step as an opportunity for growth and improvement.

   With determination, dedication, and a sprinkle of humor along the way, you are well on your path to achieving your end-goal of efficient and effective project management practices. Stay focused, stay resilient, and watch how these fundamental steps will help your PMO grow.

   This article first appeared on Rebel's Guide to Project Management and can be read here: How to Set up a PMO (Project Management Office): A Step-by-Step Guide

2. Are Google Career Certificates Worth It for Getting Hired? Employers Weigh In

   

   If you’re considering a Google Career Certificate to boost your resume, you’re probably wondering: Will it actually help me get a job?

   Google has built a strong reputation with its Coursera-hosted certificate programs across digital marketing, project management, data analytics, IT support, and UX design. But what do employers think?

   We spoke with legal experts, recruiters, and business owners who hire entry-level talent to get their unfiltered thoughts on whether Google certificates carry real weight in the hiring process.

   But before we get to their thoughts on employability post-training, let me quickly recap what you can expect from the Google Career Certificates (and I’ve got the project management one and the digital marketing one).

   What are Google Career Certificates?

   Google Career Certificates are self-paced, online training programs developed by Google and delivered through Coursera, which is a learning platform I find surprisingly easy to use. I thought it would be clunky, but it’s really well designed.

   Designed for beginners, the certificates cover job-ready skills in:

   • Digital Marketing & E-commerce
   • Project Management
   • Data Analytics
   • UX Design
   • IT Support

   [lasso id="39905" link_id="301453" ref="google-professional-certificates"]

   Each certificate takes roughly 3–6 months to complete at 10 hours/week and ends with a shareable digital credential on Credly (this is my Credly profile).

   But you can do them faster (as I did) if you put the work in – it also helps to have some prior experience as there is quite a learning curve if you’re coming to the topics from nothing.

   

   So on to the big question: Do Google certificates get you a job? Let’s hear what employers said when I asked them.

   What employers said

   “A positive signal”

   

   I have over 15 years in law and run a specialised wills and estates practice, which means recruitment is very deliberate. I’ve come across candidates mentioning Google Project Management certificates. It can be a positive signal, especially if the certificate is paired with relevant experience and practical skills.

   While the certificate alone doesn’t guarantee success, it shows commitment to learning. I once hired a paralegal who had the Google Project Management certificate. Their organisational skills and understanding of project timelines improved our case management efficiency noticeably.

   In my view, these certificates work best as a supplement to hands-on experience, showing a candidate’s willingness to grow and adapt.

   Oliver Morrisey, estate lawyer, owner and director at Empower Wills & Estate Lawyers

   ---

   “Recommended”

   

   This is one certification we recommend that our remote candidates pick up if they're interested in project management positions.

   It gives employers a recognizable resume line to pair with their overseas universities, and also helps with aspects of U.S. corporate culture that may be unfamiliar to Latin American candidates.

   Hayden Cohen, CEO of Hire With Near

   ---

   “Demonstrate initiative and technical upskilling”

   

   These certificates can be great for demonstrating initiative and technical upskilling, but they’re not always seen as a direct substitute for real-world experience. Some clients have faced frustration when recruiters or hiring managers dismissed their qualifications, despite having completed these intensive programs and showing clear competency.

   The certificates tend to carry the most weight in companies that already value alternative pathways into the workforce, especially tech startups or forward-thinking mid-sized businesses.

   I’ve advised clients to pair the certificate with tangible project work such as freelance gigs, case studies, or internships, which significantly boosts their credibility.

   For employers, it’s not just about the credential, it’s about whether the candidate can apply what they learned in real workplace scenarios.

   Edward Hones, Founder at Hones Law

   ---

   “Most valuable for entry-level and early career candidates”

   

   The individual’s background and the role they’re applying for influence how much value the Google career certificate adds to their resume. I see it as most valuable for entry-level and early career candidates, or those who are pivoting from another career path -- basically, individuals who don’t have a lot of relevant workplace experience on their resumes.

   In these situations, a Google certification can make a difference in whether I advance them to the next stage of the hiring process.

   The context around the certification makes a difference here, too. Google Professional Certificates are solid credentials, but they are also widely available, so on their own they aren’t likely to be a difference-maker for most candidates.

   However, they increase in value when paired with a well-rounded portfolio of work like project plans and retrospectives.

   Matt Erhard, Managing Partner, Summit Search Group

   ---

   “Not a game changer”

   

   Typically, these certifications aren't game changers in our interview processes. There will be very niche roles where Certifications could add great value, such as our Google Researcher role, but in those cases the technical abilities of the people who have earned those certs is far more important than the certification itself.  

   Generally, I do like to see that candidates are continuing their education and learning new things to keep ahead of trends and convey that their interests match what we are looking for, but more often than not, having a Google certification isn't likely to land you a job.

   It may be a keyword that gets a recruiter to find your profile, but other than that it's just a confirmation that the candidate is continuing to learn.

   Todd Riesterer, Chief People Officer, Huntress

   ---

   

   Do employers recognize Google Certificates?

   Short answer: increasingly, yes. Employers do respect Google certificates.

   Google Career Certificates are supported by an Employer Consortium of over 150 companies, including Deloitte, T-Mobile, Accenture, and SAP. These organizations consider graduates from Google’s programs for open roles and encourage non-traditional pathways into digital careers.

   Beyond that, the Google name carries weight. A Google-backed credential on your LinkedIn profile or CV often stands out, especially for entry-level applicants without formal degrees or experience.

   Where they help (and where they don't)

   Most employers who responded to my request for an interview agreed: Google certificates are a good start, but not a full substitute for experience.

   They help when:

   • You're early in your career
   • You’re switching industries or roles
   • You use them to build a portfolio or complete side projects
   • You can speak to what you learned in an interview.

   They may not be enough when:

   • You're applying for mid or senior roles without experience
   • You treat the certificate as the end goal rather than a launchpad.

   

   Final thoughts: Are Google Certificates worth it?

   So, are Google certificates worth it for jobs and employability?

   • For self-starters? Yes.
   • For changing industries? A helpful stepping stone.
   • As a signal of skill? Stronger than you might expect, especially with Google’s brand behind it.

   Remember, there are a lot of Google individual certificates that don’t carry the same weight as a fully-rounded Career Certificate (i.e. a group of courses under one umbrella topic that leads to a meaningful education in a topic and a Credly badge).

   In a competitive job market, getting a job after earning a Google Professional Certificate can be easier as they help you stand out in a meaningful way. They show you can upskill quickly, show initiative, and learn employer-relevant tools like Google Ads, Asana, SQL, and more.

   As someone who’s reviewed the course and spoken to employers, I’d say yes, but you have to put the work in. Also, the hiring value is different for different employers.

   They won’t guarantee a job, but they can absolutely get your foot in the door, especially when combined with self-led projects, volunteer experience, and a standout LinkedIn profile.

   Thinking about enrolling? Explore all Google Career Certificates on Coursera.

   If you’re serious about changing careers or launching into digital-first roles, it’s one of the smartest steps you can take.

   Other articles you might like

   • Google Data Analytics Certificate review
   • Google Project Management Certificate review
   • Data Analytics: The real time commitment and 10 week study plan
   • How I passed the Google PM certificate in a week

   This article first appeared on Rebel's Guide to Project Management and can be read here: Are Google Career Certificates Worth It for Getting Hired? Employers Weigh In

3. 3 Myths About Managing Multiple Projects That Are Blocking Your Promotion

   

   Watch my free webinar training on the 3 critical skills you need to manage multiple projects. Learn the skills you really need to juggle all your work!

   Managers promote people who are a safe pair of hands, who know how to get the job done and can work efficiently at all levels of the organization.

   Being able to manage multiple projects is one way to evidence that you can do all of that.

   Here are 3 myths you might be telling yourself about what it’s like to manage multiple projects: myths that might be stopping you from taking the next leap in your career and showing your boss you can do it.

   Myth: The books will show you what to do

   You’ve got a bunch of project management books on your shelf. You’ve done a course. You’ve got this project management thing all figured out – maybe you’ve even got a certification to prove that you can do it.

   Truth: Certification won’t give you the skills to juggle multiple projects

   The truth is that ALL the books I regularly recommend (and yes, even the ones I have written) tend to look at managing projects as a one-off thing.

   • You start a project.
   • You work on it with your team.
   • You finish it.

   But back in the real world, people are juggling more than one project. We work in businesses and organizations where we don’t have the luxury of being able to manage a single project at a time.

   

   Partly that’s because most average projects are small enough not to need someone working on them full-time.

   The other part of the reason is that businesses are delivering more change and people with good project management skills are in short supply. There is simply too much that organizations want to get done and not enough PMs to go round, so we all end up managing multiple projects simultaneously.

   The certification prep books will show you how to pass the exam, but not how to adapt your ‘official’ skills into a way that streamlines the effort of managing several things at once, so you remove duplication and stop annoying stakeholders with multiple requests of their time.

   Tip: Get the skills to manage multiple projects so you can truly tackle all the things on your To Do list in the most efficient way.

   Myth: Your manager knows what you are working on

   You do regular reporting, and maybe even time sheets. Your manager knows what you are doing every day and how much work you have.

   Truth: They set work but haven’t really got capacity to track what you are doing day to day.

   Your manager gives you stuff to do, but in my experience, they only have a very high-level overview of what you are working on from day-to-day. I learned this the hard way.

   I called my manager late at night after a particularly difficult conversation with a project sponsor. I burst into tears and couldn’t hold my voice steady so I had to call her back.

   The problem was this: my sponsor had asked me to do something that was virtually impossible and also (in my opinion) a waste of my time. It was an admin task: copying handwritten lists of who had attended a training course into another format so they could be kept electronically.

   I couldn’t get that done and do everything else, and I was already working until late at night from a hotel. I came up with another plan: if it had to be done, get a temp admin assistant to do it. Although that came with the overhead of recruiting and hiring someone to sit and transcribe the list.

   Still, if he felt this work was valuable, then paying for it was going to be OK.

   I explained all this to my manager and she said: “He probably doesn’t know what else you are doing, so he thinks it’s OK.”

   It was like a lightbulb going off in my head. He literally has no idea of how I am spending my time, and certainly isn’t aware I’m on the phone crying to my boss at 10pm at night because of the need to type up lists of names.

   I also thought: How can he not know? I speak to him every day. He knows we are busting a gut to get this project delivered. What does he think we’re doing?

   But the truth is: he probably wasn’t thinking about me (or anyone else in the team) that much at all.

   https://www.youtube.com/watch?v=Z2aZEZxaQvs

   We’re all senior managers. We should be able to manage our time and escalate, and have adult conversations about workload. Why wasn’t I doing that?

   Because I was burning out with trying to please everyone and hold this project together… but that was on me.

   My sponsor had his own difficulties, his own stakeholders to keep on side. He was also working long hours in a complex environment, where requirements were changing regularly as new information became available.

   He had enough in his brain without wondering whether I had time to type up some lists.

   So: lesson learned. Don’t assume your boss or your project sponsor know how you are spending your time. They heap on the work because they don’t have complete visibility, however much you try to provide that. The only one who knows how long your workload is taking is you.

   I’m sure this is why we sometimes get given extra projects and the expectation that we can get them done.

   Tip: Transparent reporting helps. Weekly reporting on fast-moving projects helps, and include the effort you are making as PM. For too long I reported on what the team was doing without including my effort. Find ways to tell people what you are doing.

   Myth: Working longer hours is the only way to survive

   When you get given more projects to run, the only way to get the work done is to spend more time at work.

   Truth: There are strategies to help you structure your work and still get home on time.

   There are synergies (I hate that word) that you can deploy to speed up managing more than one project. You can batch work, merge meetings, and structure your time.

   In other words, if it takes 10 hours a week to manage one project, it doesn’t necessarily take 20 hours a week to manage two. (That’s simplistic as each project is unique and is going to take a different amount of time depending on lots of factors, but go with me on this.)

   Working efficiently between several projects is the best way to get the work done and get home on time.

   Caveat: Sometimes people truly do give you more work than you can humanly do, and in those situations you need to push back.

   Tip: Blend processes together and find ways to streamline the effort. Use the right strategies to structure your work and manage your time, so you can take advantage of the synergies between projects and processes.

   Learn how to manage multiple projects. Watch my free training on the 3 skills you really need to know to learn how to juggle your workload effectively and get all your projects done (yes, even the low priority ones).

   This article first appeared on Rebel's Guide to Project Management and can be read here: 3 Myths About Managing Multiple Projects That Are Blocking Your Promotion

4. Can You Get a Job with the Google Project Management Certificate? (Yes, here’s how)

   

   One of the questions I’m asked most often via LinkedIn or through my mentoring practice is whether the Google Project Management Certificate is enough to get a job.

   People are worried that they’ll invest time and energy and it still won’t be enough. So is it?

   I’ve taken it myself (as well as many other project management exams over the years) and I used to lead a team of project managers, so this is my take on the job prospects linked to the Google Project Management Certificate.

   Key things to know

   • The Google PM Certificate can open doors to a new job (phew!).
   • You’ll build a better, stronger application if you can show practical experience and interpersonal skills as well.
   • A lot depends on your potential employer’s expectations and industry norms.

   

   What does the Certificate teach you?

   The Google Project Management Professional Certificate teaches you the basics of project management in an easy-to-consume, accessible way. You’ll learn:

   • Practical project skills: planning, execution, kick off and close
   • Agile ceremonies and basic Agile principles
   • Documentation
   • Soft skills like stakeholder communication

   The Capstone project helps you apply your learning and gives you an example you can talk about at interview (although a real example is 100 times better than one from your studies).

   [lasso id="35054" link_id="300991" ref="coursera-pm"]

   Do employers recognize the Google Certificate on Coursera?

   OK, on to the big question! Do employers recognize the Google Project Management Certificate?

   On the plus side:

   • Google’s brand is highly credible.
   • Anyone who has looked at the training will know that it is good quality.
   • Many recruiters see Coursera certificates on resumes these days, so it’s a well-known and common training provider.

   But employer practices vary. Some will insist on PMI credentials or APM credentials, or train you in their in-house method and look for potential rather than courses.

   Employability reality check – are you likely to get a job?

   So, is there evidence that employers recognize the Google Project Management Certificate when hiring for project management roles?

   Actually, there is quite a lot!

   1. Employer recognition through Google's Career Certificates Employer Consortium

   Google has established a Career Certificates Employer Consortium, comprising over 150 U.S. companies, and there is a UK version as well – I’m not sure if there are others but it’s worth checking for your country.

   These are made up of organizations that are committed to considering Google Career Certificate graduates for entry-level positions. When you complete the Project Management Certificate, you gain access to an exclusive job platform where you can apply directly to opportunities from these employers.

   2. Job listings on employment platforms

   Job platforms like ZipRecruiter list lots of positions that mention the Google Project Management Certificate. For instance, when I did a search for "Google Project Management Certificate" I got over 350,000 job listings across various industries and locations.

   You’d want to narrow it down a bit based on your location and interests (and removing the jobs where ‘certification’ is in the job title), but you’ll certainly find some roles where it will be valuable.

   

   3. Academic institutions incorporating the Certificate

   Some educational institutions, such as Purdue Global, have integrated the Google Project Management Certificate into their programs, offering students the opportunity to earn the certificate alongside academic credentials.

   That’s a good thing, right? It highlights the certificate's relevance and recognition in both academic and professional settings.

   The certificate certainly won’t be the only thing employers look for. They’ll also want to see a strong LinkedIn profile, highlighting relevant work experience.

   What employers say

   "This is one certification we recommend that our remote candidates pick up if they're interested in project management positions," says Hayden Cohen, CEO of Hire With Near.

   "It gives employers a recognizable resume line to pair with their overseas universities, and also helps with aspects of U.S. corporate culture that may be unfamiliar to Latin American candidates."

   

   Helps with cultural fit

   It gives employers a recognizable resume line, and also helps with aspects of U.S. corporate culture that may be unfamiliar to candidates.

   Hayden Cohen

   Deepak Shukla, CEO of Pearl Lemon Placements, agrees. "We've seen candidates with the Google Project Management Certificate secure interviews and offers where their practical understanding of frameworks like Agile and Scrum gave them an edge over peers without formal experience," he says.

   "Employers, particularly startups and mid-sized firms, appreciate that the certificate signals initiative and foundational knowledge. While it's not a replacement for experience, it does reduce onboarding time, especially in project coordination and junior PM roles."

   

   Reduces onboarding time

   While the Google Project Management certificate is not a replacement for experience, it does reduce onboarding time, especially in project coordination and junior PM roles.

   Deepak Shukla

   However, employers also look for other skills -- the certificate alone isn't going to let you waltz into a role.

   "In my view, the Google Certificate is more like a starter kit, not a differentiator," says Oleksii Kratko, CEO of Snov.io, which has an international team including workers based in Ukraine.

   "In the past, we’ve hired three managers with Google Certificates, all for entry-level roles. The credential signals foundational knowledge (Agile, Scrum, risk matrices) and, crucially, self-motivation. For junior positions, it’s a pragmatic filter, and if two candidates are tied, the cert tips the scale. But it’s never outweighed real-world tests."

   

   A filter for hiring

   If two candidates are tied, the cert tips the scale. But it’s never outweighed real-world tests.

   Oleksii (Alex) Kratko

   Snov.io hiring managers simulate crisis scenarios during interviews, like, 'Your dev team just lost connectivity mid-sprint. Walk me through your next 20 minutes.' "Certificate holders often default to textbook steps, while stars improvise solutions using tools like Starlink backups or decentralized task re-routing," Kratko says."

   The Google project management training doesn't cover much in the way of softer skills or help employers see that you have those interpersonal and power skills like creative thinking or resilience.

   "Senior hires at our company need 'algorithmic empathy'," Kratko says. "It's about balancing data-driven deadlines with human crises, for example pausing a sprint because a teammate’s city is bombed."

   "We’ve passed on certified PMs who aced Coursera but failed our 'empathy audit',  like refusing to adjust timelines for an engineer evacuating family. Conversely, our best PM joined as a support agent with zero certs but re-engineered our deployment pipeline during the 2022 blackouts using handwritten Gantt charts."

   Now that's a unique experience to share at interview... 

   What jobs can you get with the Google Project Management Certificate?

   The Certificate is an entry-level course – you aren’t going to get a Senior PM job or be hired to manage a major infrastructure program as a result, especially if you don’t have any prior project management experience.

   Look for entry-level project management roles:

   • Project Coordinator
   • PM Assistant
   • Junior Project Manager
   • Program Assistant
   • Scrum Team Support roles

   Salaries for these jobs vary by geographical region and industry. The APM salary survey (2025) reports that consultancy, energy and utilities and the legal profession have the highest project management salaries, so if you’re not bothered about what sector you work in, check those out!

   Entry-Level Job Title	Typical Salary (UK/US)	Notes
   Project Coordinator	£25k–£35k / $45k–$65k	Great first step
   Junior Project Manager	£30k–£40k / $55k–$75k	Often needs some experience
   PM Assistant	£22k–£30k / $40k–$55k	Support-focused role
   Scrum Team Assistant	£30k–£45k / $60k–$80k	Agile-focused teams
   Program Assistant	£24k–£32k / $45k–$60k	Broader admin/project work

   How to boost your job prospects after the Certificate

   Let’s say you’ve completed the certificate and are looking for a job. Here are some tips on how to boost your job prospects and make your application more attractive to employers.

   1.      Complete the Capstone

   Complete the capstone project. It’s a lot of work, but it gives you hands-on experience filling in documentation and drafting emails to stakeholders.

   For tips, see my article on how to get through the Sauce and Spoon case study.

   Showcase your project on LinkedIn.

   2.      Do a project

   Sounds obvious but hiring managers want experience. Get some experience.

   • Volunteer through PMI or a local project management association.
   • Take on a project at work.
   • Structure your own work like a project – there’s nothing stopping you writing a project initiation document or starting a risk register for your day job activities.

   

   3.      Use the AI Job Search course

   This is a bonus module available within the certificate program. It’s not going to affect whether you get your certificate or not, but it’s worth going through it to learn how to maximize your job opportunities.

   It will help you plan for interviews and draft a strong application. You’ll also get hands-on experience with Gemini and Notebook LM, so that’s more skills you can put on your CV or resume.

   4.      Post your Credly badge

   Link your achievement to Credly and get your badge and course completion linked to your LinkedIn profile. This is so it can be verified by employers.

   5.      Keep learning

   Read, watch YouTube, go to conferences. I recommend starting with some accessible project management books like Managing Multiple Projects that will help you get job ready for a busy workplace.

   The bottom line

   Yes, you can get a job – but the certificate is just the first step. You won’t necessarily walk into a job, but it can certainly help you get hired.

   Many employers still look for PMI credentials, so get the Google certificate first as it’s cheaper and counts towards your professional learning study hours requirement for PMI credentials, and then consider the PMI Certified Associate in Project Management (CAPM)®.

   Keep learning and applying your knowledge. You’re on the right path, and a job is just around the corner!

   Your next steps

   Want to kickstart your PM career? The Google Certificate is beginner-friendly and flexible – enrol now on Coursera.

   This article first appeared on Rebel's Guide to Project Management and can be read here: Can You Get a Job with the Google Project Management Certificate? (Yes, here’s how)

5. Google Data Analytics Certificate: Time Commitment + 10-Week Study Plan [Realistic Breakdown]

   

   I put off taking the Google data analytics certificate because I thought it would take forever… in this article I’ll share what I learned so you can plan your time.

   So, how long does Google data analytics certificate take?

   First, we should acknowledge that the course is advertised as around 140+ hours for the mandatory modules, but my experience and other students’ experience show that completion time varies.

   How long it’s going to take you is determined by:

   • Your previous data analytics experience (I had none)
   • Your willingness to put the time in
   • How comfortable you feel with the tools, and how quickly you pick up the concepts
   • Your learning style and preferences – people who take a lot of personal notes are going to probably learn more comprehensively, but it will take longer.

   Having said all of that, the most important factor is your motivation: why are you doing this course? If it’s simply to tick a box, you can scan through the materials. If you are doing it because you really want to get an analytics job, you’ll need to truly learn and therefore spend more time on the concepts and assignments.

   Not sure if the course is right for you? Read my full Google Data Analytics Certificate review.

   

   Google Data Analytics Certificate: Time estimates from Coursera

   The published Google data analytics time commitment recommendation is that you should spend 10 hours per week on learning which means it will take you around 6 months to finish the materials.

   The timeframes given by Google (and Coursera) for each module are:

   1. Foundations: data, data, everywhere: 12 hours
   2. Ask questions to make data-driven decisions: 15 hours
   3. Prepare data for exploration: 19 hours
   4. Process data from dirty to clean: 20 hours
   5. Analyze data to answer questions: 26 hours
   6. Share data through the art of visualization: 18 hours
   7. Data analysis with R programming: 31 hours
   8. Capstone project (case study): 11 hours
   9. Accelerate your job search with AI: 6 hours

   Don’t worry – you can complete it much faster. Lots of students report completing it in 2-3 months. If you can spare a couple of evenings a week or a full weekend day, you can get through the material sooner.

   [lasso id="37398" link_id="301045" ref="google-data-analytics"]

   Realistic completion time for the Google Data Analytics course

   I found that I was much faster with the Foundations module than any of the others because it covers ‘corporate’ stuff that I found easy to pick up. I got through the first module of that in a couple of hours one Saturday afternoon, and that included going through all the ‘general’ course readiness introductory pieces as well.

   The data analysis with R module includes learning new tools, so the recommendation is right that it will take longer than any of the others.

   10-Week Google Data Analytics study plan

   Here’s a Google Data Analytics study plan that you can use as a starting point for your own learning.

   • Week 1: Foundations
   • Week 2: Ask questions
   • Week 3: Prepare data
   • Weeks 4-5: Process data
   • Weeks 6-7: Analyze data
   • Week 8: Share data with visualization
   • Weeks 9-10: R programming

   This Coursera data analytics weekly schedule doesn’t include time recommendations for the Capstone or the AI job search courses as these are optional. If you do want to do them, the Capstone could take 2-4 weeks. The AI job search course you can complete in an afternoon.

   Each course has a different number of modules.

   Foundations has 4 modules. You’ll get through this course the quickest and it gives you a chance to get into the studying habit.

   Ask questions has 4 modules, with module 4 being one on stakeholder relationships so that’s a relatively ‘light’ module.

   Prepare data has 5 modules. Module 4 and 5 are short, but the database essentials module is time-consuming.

   Process data is 6 modules. Module 5 is optional as it’s about adding data to your resume – which may or may not be relevant. You can always come back and do it later. Not completing that module won’t affect your pass mark for the course. The final module is a course wrap up which you can scan through quickly.

   Analyze data is 4modules but this is a sizeable course so it’s worth allowing a couple of weeks. If you do it faster, great.

   Sharing data is 4 modules, with module 4 being about creating slide presentations. If you are already experienced at using slides and building out stories in presentation format, you will be able to get through this one quite quickly.

   R programming is 5 modules. There is a lot of new things in here. While the course builds on what you have learned in other courses, you’ll be programming in RStudio, learning R Markdown, creating visualizations and exporting them.

   If you already have R experience or pick up this kind of tool quickly, you might be able to do it faster, but it is not something I have previous experience of.

   

   How to finish the Google Data Analytics Certificate faster

   OK, let me share some tips for how to complete the Professional Certificate faster. However, be aware that whizzing through the material does not equal learning!

   If you want to recall the concepts and be able to talk about it at an interview, learn at your own pace.

   • Watch videos at 1.5x or 1.75x speed.
   • Read the transcripts instead of watching the videos at all (skip to the end of the video with the scrub bar to mark it as complete)
   • Focus more time on hands-on labs and assignments – this is the really valuable stuff
   • Batch small modules into study sprints
   • Use the mobile app for flexibility so you can watch videos on the move
   • Complete your data journal as you go – it does help.

   You’ll also complete it faster if you don’t do the Capstone or the AI job search module. Having said that, you get the certificate whether you do those courses or not, so it won’t make it faster really – it will just feel faster!

   Is the Google Data Analytics certificate worth the time?

   Even part-time study makes progress. I watch Coursera videos while at the gym (which is not often!!) or while having breakfast. You can fit them in as they aren’t long.

   You’ll be learning new skills throughout the course, and you can put those into practice immediately in your job. You don’t have to wait until you complete the whole certificate before you use them or talk to your employer about your career preferences.

   Want to start today?

   Ready to begin?
   Start the Google Data Analytics Certificate on Coursera today and learn at your own pace. No experience required!

   This article first appeared on Rebel's Guide to Project Management and can be read here: Google Data Analytics Certificate: Time Commitment + 10-Week Study Plan [Realistic Breakdown]