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Steps for Building Projects Success

Planning for a project’s success starts by creating a project plan, it saves on resources, time and effort.  Regardless of the project size, success is achievable, what are needed is the right mindset and the tools to make it happen. The following outlined steps can assist in creating project plans, goal definition, and the ability to communicate with the project team and determine the right tools to use for success.

Creating a project plan is the first step in achieving project success—it also saves on resources, time, and effort. A project plan is a document that can be used for internal and external purposes—it outlines the scope, deadlines, budgets, and approximate resources required for a project.

Write the project plan before implementation begins—this will give your team direction to achieve their goals.

For assistance, look at the downloadable project template. The plan should include an overview of the project, resources, and the methodology to be used. It also outlines goals and objectives for the project, along with deadlines, thus ensuring that everyone involved—team members and clients—are on the same page.

The project plan can also include an executive summary with information about the company.

A risk plan should be included, high level overview is enough and  let the client know what could go wrong and how it will be handled..

2. Goal Setting For Project Success

Setting a goal up for project success is a must, providing relevant goals helps with deliver results that will please clients. The approach to take is to use the SMART goal-setting system to plan out the direction of the project:

  • Specific: Project goals should be specific—build X number of properties, or generate X amount of revenue—so teams can aim for something concrete.
  • Measurable: When you create specific goals, it becomes easier to measure the success or failure of a project—and to determine what needs improvement.
  • Attainable: Clients want to go big with their goals—and it can be tempting to go along with them. But if your goals are too ambitious, you will fail to achieve them. Worse, you could stretch your team too far and fail to complete the project by the deadline.
  • Relevant: The goals you set need to be relevant to the vision of your project and the abilities of your team. That is what will make the goals achievable.
  • Timely: Creating timelines for your project’s goals ensures success. Give your team enough time to complete elements of the operation so you can deliver results to your client on time.

With the core goals in place, being able to plan out the project and give clients a realistic idea of what will be completed and by when should be easier to achieve.

A mind map is an excellent tool for achieving project success—especially during the planning stage when outlining the goals.

Use a mind map to generate and narrow down ideas—this is a process that can be conducted within the project team as well as with relevant stakeholders.

The key to creating a mind map is to settle on one core idea from where strategy can be expanded. Visualizing the idea makes it easier to examine, using multiple faculties to study the concept, which generates more critical thinking.

When designing a mind map, colours can be used to code the divisions in ideas, processes, or project steps. This will make absorbing the concept easier for everyone involved.

Companies would do well to hire project managers if they want to deliver successful projects. There are certain aspects of project execution that can be handled in-house, but project management requires specialized skills.

Successful project managers have excellent leadership skills, which are required no matter the size of the project.

As overseers of the operation, they direct the team forward without pushing anyone to do too much, and keep track of deadlines.

Managers also have strong communication skills—they speak with team members, suppliers, brokers, stakeholders, and clients.

Projects have many hands on deck—and everyone has their specific demands. Negotiating peace between the departments is a specialized skill that not everyone has.

The agile approach to project success prioritizes people and collaboration, while also acknowledging the importance of software.

Project agility includes the following;

  • Creating a motivational environment for project teams
  • Encouraging innovation and autonomy
  • Delivering customer satisfaction using project tools
  • Adaptability to changes
  • Team collaboration
  • Regular communication
  • Measuring success and failure

Agile project management is focused on delivering excellent results, as well as on building sustainable environments that are long-lasting.

Use the same guidelines across multiple projects and years—improving along the way, depending on what teams have learned—to achieve a high standard of results.

This method also mitigates a lot of the risks that come with project planning—changing goals and supplies are built into the system.

More importantly, the agile system helps create autonomous teams who innovate, experiment and learn, thus making them efficient and happy.

Creating a communication workflow and feedback plan—outline tools or services teams need to use.

Communication is not just one way, if team members or employees are not being listened too, it wouldn’t be understood why they are struggling with tasks.

While communication is necessary, too many meetings can get disruptive—set a meeting schedule that everyone can plan their day around.

The right tools and software make it easier to achieve project success—they improve workflow by sharing instant notifications for any developments.

Use a tool like JIRA to manage projects and Monday.com for task management. With social distancing still in place, using remote work tools for assistance. These tools help to collaborate and keep track of resources, budgets, and project progression.

There are also provisions to set deadlines to improve productivity and importantly, the software helps to avoid overlaps in tasks, missed deadlines, and gaps in communication.

Outlined were approximately seven essential steps for achieving project success, no matter the size of the operation at hand. These included

  • Create a project plan for success
  • Set your project goals
  • Use mind mapping to strategize
  • Invest in project managers
  • Be agile in your project management
  • Keep communication lines open
  • Invest in the right tools

Let us know your approach to project success, are there steps taken to ensure project success.

The brave-smart project manager and their effect on delivery

Brave Smart Project Manager

The project manager’s behavior or ego can either have a positive of negative effect in project delivery. Regardless if it is an asset or distraction, it is very important to point out behavior that isn’t acceptable. For the seasoned project manager, it’s pretty likely that they have come across many people challenges.

Whether its problematic stakeholders, absent or inexperienced sponsors, misalignment between those at the top and those on the ground, or ineffective communicators within the team, there are many different personalities that intersect on a daily basis.  One of the common denominators in these challenges is ego and how it plays out within dynamic and fast-paced environments. There’s little doubt that people need to have thick skin to be in the project management game, however, there are many examples on what happens to projects when egotistical behavior directs the project path and how it can threaten success.

It can be incredibly difficult to speak truth to power or call out behavior detrimental to the outcomes being aimed for, particularly when the environment doesn’t support it or it’s coming from sponsors and stakeholders who haven’t heeded warnings about problems or risks.

However, there is a leadership trait that can make a big impact on how to navigate through landscapes dominated by ego. It’s called being brave-smart. The environment within an organization can be shaped by ego and high performers. Corporate politics can place pressures by applying rapid changes and its demands on people. So when high performers emerge and deliver what look to be successful projects, it seems they are allowed to shape how projects get delivered, particularly when they demonstrate high levels of confidence and seeming ability to get the job done.

High performers often come with egos that, for better or worse, can leave their mark on teams charged with delivering big change and consequently in the cultures that they work within.

Healthy egos belong to people who know they are good at what they do and utilise their knowledge and experience in productive ways. In healthy and supportive cultures, this sort of confidence is a huge enabler to delivering success. But it’s also personal.

Life experience allows individuals to offer the best of themselves only when they are content with where they are. When people feel good about what they’ve done, how they are doing, and themselves in general, it’s easier to tackle even the most challenging problems, regardless if it’s their own problems or someone else’s.

Brave-smart project managers implicitly understand that for a successful team, confidence is a must, but there’s a big difference between confidence and egotistical behavior.

In toxic or deeply challenging environments, what often emerges is a perform-at-all-costs culture that can be deeply detrimental to success, as it allows egotistical behavior to thrive. When egotistical behavior becomes a factor in how projects operate, it’s a huge contributor to increasing the risk of failure. If all of the indicators are pointing toward success, it’s easy to overlook, but when things start going wrong or off-course, ego can become a very big problem.

Good leaders have the competence and ability to see beyond the egos in the room, the smarts to make the right decisions, and the courage to tackle egotistical behavior head-on.

A good leader will make decisions on what is best for the project or the company and not focus the egos in the room.  They will evaluate situations on facts, seek clarification, get several views on a given situation, and they will ask for guidance where it’s necessary.

They’ll ensure that people understand their roles and responsibilities are clearly understood, that the right people are in the right roles, and they will adhere to the principles of strong governance.

Most importantly, an effective leader is only as effective as the sponsor they are delivering for. If the sponsor isn’t listening, project leaders need to be adept enough to find a way to communicate news – be it good or bad – to the sponsor.

Brave-smart leaders implicitly understand how important it is to spend time with the team to gauge how each of them is feeling and use positive reinforcement and other fit-for-purpose techniques to help create a positive environment to get the best from them.

Setting the tone is a valid – and invaluable – starting point for eliciting the kind of behaviors that leave ego at the door. Examples may include:

  • Agreeing what is acceptable behavior upfront
  • Listening and allowing others to speak
  • Valuing the input, opinion, and perspective from various viewpoints within the team
  • Remain focused on outcomes that the project is aiming to achieve as a team so that contributions remain in context, are not easily parked, and do not side-track or personalize matters
  • Ensuring that those with the egotistical behaviors need to back up what they say with facts
  • Setting the platform that enables Brave-Smart conversations to be had from the outset

Brave-smart behavior should always be the goal. When a team is clear on some of the above behaviors, it makes it easier – though not easy – to call out behavior like that of the egotist that is never conducive to fostering a long term productive delivery environment.

What are your thoughts on the brave-smart project manager, leader we would like to hear from you.

A comprehensive guide to the importance of Time Sheets and project management

Importance of Time Sheets

Time sheets assist in keeping a track of resources working on a project, the time spent and the cost associated. The ability to track time, for both internal and external resources is a wonderful tool in keeping on top of finances. There are many tools available to the project manager to assist in tracking costs. A time sheet is a physical or software-based tool used by businesses to give their employees a means to record the time they’ve spent on a task or project. When paying employees or bill contractors in units of time, a strict record of billable hours should be kept. Time sheets are therefore a critical requirement for many service industries.

Tracking time with time sheets isn’t merely a way to pay teams and contractors, it provides detail to project-based work, time sheets have also become invaluable for businesses to monitor their time and keep projects on track.

The use of time sheets and project management, their utility has only increased as project management tools have become more advanced. Project management is modern, knowledge-based work, which requires the tracking and processing of large amounts of data, and that includes time spent on tasks. Some project teams working in consultancy or agency environments will bill for the time that their team spends on projects using this data.

Seasoned project managers, though, make full use of rigid adherence to online time sheets to identify avenues of optimization and improvement. The real value of time sheet tools is that they provide an easy way to see what the team is working on, at any time, and if that work is being properly executed.

With proper use of a team’s time sheets, determining the following becomes evident;

  • Who is working on what
  • What tasks are still outstanding
  • What tasks are going to overrun their scheduled time
  • Who is really busy and logging lots of hours
  • Who isn’t recording many hours and may have capacity to pick up more work

The following are elements of project time sheet data essential in ensuring tracking of time and cost is thoroughly covered;

  • The name of the user: This is the person who is completing the time sheet. Managers may have access to complete time sheets on behalf of other people in the team.
  • Date: Time sheets typically show a week to view. The date field provides navigation through the calendar, where working time for a particular week is entered.
  • Project: Time sheets can group tasks by project to make it easier for the user to see what they are recording at a glance.
  • Task: The list of tasks that the user has been allocated to work on that are not yet marked as complete.
  • Copy Last Week: If working on similar or the same tasks each week, time sheet can be auto-populated with last week’s tasks rather than have to input them again.
  • Days of the Week: The rest of the time sheet columns display the days of the week. Mark the hours worked on each task against the correct days.
  • Percentage Complete: See what percentage of tasks are done.
  • Auto-totals: Columns and rows will automatically total so it can be seen at a glance how many hours have been worked in a day or on a particular task.
  • Submit: If an approver has been assigned, the time sheet when ready can be sent to that person to review.
  • Notes: Add comments and upload files to time sheet entries as a reminder of what the task was about or to note why it took longer (or less time) than expected.

There should also be lines on the time sheet that do not directly tie back to tasks on the project schedule. These lines could represent things like sickness, vacation time, team meetings, training and so on. These tasks take up time during the working week, but don’t necessarily contribute directly to a project.

The easiest way to compete a time sheet are those that link automatically to the project schedule. A lot of time can be saved on entering the task data if all that has to be done is pick the tasks from a list. Whether it’s automatically integrated, and therefore pre-populated, or not, a list of tasks on the time sheet is needed before completion.

Time sheet software is a key component in tracking time spent on tasks and projects by;

1. Create Your Project: Time sheets are much easier to manage when there is an idea what tasks employees will be working on ahead of time. This can be achieved by creating a blank project to start with in the software.

2. Invite the Team: Assemble the team, choose members who have the experience and skill set to tackle all the tasks required to get the job done. In the software, invite team members to the project. They will be notified by email that they have been added.

3. Add and Assign Tasks: Tasks are the building blocks of projects, and thoroughly planned out task lists direct teams throughout the entirety of the project. Therefore, practicing proper task management, with clear direction and other details, is essential.

Assign tasks to team members and add labor costs. Add the estimated hours for each task for team members to know what’s expected of them. Once hours are logged, the budget can be monitored.

4. Designate a Time sheet Approver: Assign someone from the team who will receive the submitted time sheets. This person (usually a manager) will make sure that the billable hours match the tasks completed.

Under the Manage Users tab, choose an approver who the team member will submit their time sheet to for review. This person will be the gatekeeper between the team member and payroll/HR.

5. Have Team Members Log Their Hours: Each team member is responsible for tracking the hours they work on a task. This information is then collected on the time sheet. Log hours on individual tasks, or log them on the time sheet.

6. Review the Time sheet: There still needs to be a person who looks over the time sheet to make sure it’s correct before passing it on to payroll. After the requisite amount of time has passed (typically weekly, bi-weekly, monthly, or bi-monthly), it’s time to review the time sheet before submission. View the time sheet by clicking time on the primary navigation menu.

7. Submit the Time sheet: Submitting the time sheet to the approver on the team who approves them is the next step of the process.

8. Approve Time sheet: The approver will receive the time sheet and must look over the hours and tasks to make sure there are no mistakes. If there are discrepancies, then the time sheet needs to go back to the person who submitted it.

9. Make Reports: Now that the time sheet is approved, time tracking can be taken even further by using reports. Reporting is useful to go over all of the data and identify bottlenecks, overages and other discrepancies. They are also an essential tool for keeping stakeholders in the loop.

There are many uses for time sheets, and goes beyond just tracking time and paying employees. The data output from time tracking comes in the form of time sheets that show how long an individual spent doing a particular task. This is valuable data, because many of those tasks will happen again in the future. This time tracking data repository will provide better estimate in the future because it can draw from real-life data.

The billing of clients, if the commercial model relies on charging clients for time, then you need to know how much time to charge them for. Time sheets also provides detail which task was being conducted at any given time. This is useful if ever invoices are queried, and especially when work takes longer than planned because of changes the client requested.

Managing workload, People are often surprised when they start to track their time, because they can see exactly where they are spending the most effort. And it isn’t always where it should be. Time sheets can be really helpful in pointing out inefficiencies and flag up where time is going. This helps manage workload more efficiently, both during a single day and also over a longer period of time like a week.

There is no hard and fast rule about frequency of filling out a time sheet, but generally it’s better to complete them as soon as a task is completed. If there aren’t that many tasks, then completing once a week should be sufficient. If there are a lot of separate tasks to do in a day, though, then it’s better to spend a few minutes recording time just before logging off for the day.

At times recording time against project activity may not be possible because a staff member is off sick or on annual leave. The easiest way to manage this is to set up an ‘admin’ task called ‘Sickness’ or ‘Vacation’ and have them record their normal working hours against that instead. When a period of downtime affects everyone, such as closing the office for a holiday, the working hours can be changed in the master calendar so that the team doesn’t have to record time on those days.

Time sheet data shouldn’t be kept confidential because, in theory, the team should know what is being worked on and vice versa. There’s really nothing sensitive in the high level task name for the vast majority of project scheduling information. If it has been scheduled, the team can see the scheduled task anyway.

Are time sheets worthwhile or not, managers tend to fall into two camps when it comes to time tracking, they either understand the value of doing it and are huge supporters, or they don’t see the point and believe it undermines trust in the team. Successful project managers know how far through their project they are at any time. This information helps them establish whether they are ahead or over budget and whether they are likely to hit their upcoming deadlines. Unless it is known how long a task has taken, and can compare that to how long it was scheduled to take, then understanding the performance of the project is much harder.

One of the concerns that may be heard from managers is that the team will hate using time sheets. Because of this seemingly commonly held sentiment, it can be daunting to move to time recording when it hasn’t been performed previously. Introducing time tracking where it isn’t already in practice is a huge cultural change for many organizations.

If there is resistance within an organization, take a step back and ask why there is that level of opposition. It could be because

  • They feel time sheets are a lot of work.
  • They feel micromanaged.
  • They feel that time sheets could be used to penalize staff who don’t log enough hours.

The best way to deal with these concerns is to sit with the team and explain what is being done to address them. For example, if they are worried that completing their time sheets will be a hassle, show them how easy it is to click and submit using online time tracking software.

When it is known why team members are resistant to tracking their time, their concerns can be better managed.

Time tracking in itself is an additional task to do. However, it doesn’t have to be onerous. If regularly completed the same tasks for the same projects, then the common “Copy Last Week” feature to auto-populate the time sheet for this week can be used. Either hit save straightaway, or make a few tweaks and submit it.

Time can also be saved when creating a bespoke time sheet for the week. If time tracking software links to the project schedule, it can “Auto-Fill” to pull through the tasks that have been assigned, saving the job of typing them out. The added benefit here is that it will automatically feed time data back to the project schedule, which updates the task to show how much effort has been spent on it to date.

The easiest way to see if time tracking will be of benefit is simply to commit and start recording time on tasks. The hardest aspect of keeping time is maintaining the habit. When applied properly, time sheets will quickly become the norm for the team, and completing them will be another aspect of collectively achieving success. It won’t be long before estimates are improved, confidence in hitting deadlines is bolstered and project success rates increase.

Please download a time sheet template here, let us know your thoughts on time sheet, we would like to hear from you.

Download the free time sheet template below

There is more to Information Security than just IT

Being vigilant on how security is managed within an organisation, in particular when managing projects must be crucially and heavily evaluated. At a time where there is an increased expectation for transparency and privacy. Security breaches will be strictly punished, security should be at the forefront of thoughts and not just for what the projects are meant to deliver but also how they are run.

Customers often expect to be able to interact with organizations digitally and this creates additional concerns and risks.  Whilst we should of course keep the clear and present cyber-security risks front of mind, we shouldn’t ignore the broader information security risks which might have nothing to do with the particular technology or process that is being worked on.  In fact, it’s an opportunity to ask some crucial questions about existing processes that may have emerged years ago that are no longer fit for purpose today.

There have been projects conducted to develop online portals for customers, these type of projects are becoming more and more common. When conducting projects of this nature, interaction with security experts, architects, and having very robust non-functional requirements with testing is a must.  However, this can also create a “Rod for your back” when the focus is on security, the online processes becomes so secure that even authorized users can’t access the portal.  Having a password that expires after one month for example is probably pretty irritating if an ‘average’ customer accesses their account once or twice per year.

This creates an issue and dilemma for the team, especially when the scope or remit from the stakeholders representing customers want to focus on ease of use.  Then there are another group of stakeholders who have an interest in ensuring compliance and managing risk who wanted to focus on impenetrable security.  The challenge, it turns out, is to find a sensible balance between the two. 

When examining a situation of this nature, two questions become pertinent.

  •  “How else can customers engage with us?”
  • “What security protocols are there via those channels?”

Focus on these questions can find out if a customer the information provided by a customer is actually accurate. Especially when basing identification on pieces of information that were held on file—typically things like full name, address, postal code, date of birth and so on.  All this information sounds quite acceptable and sensible. However thinking broadly, who knows this information about you?  Possibly neighbours, distant relatives and a proportion of colleagues. Let’s not mention if the post is used, meaning how is a signature validated?

It should be understood that Cyber Security is important but don’t forget about the broader information security. Situations arise where new processes are subject to checks and balances that may not exist on other channels. This in turn creates a useful opportunity to ask: “are we being too risk averse here?  If not, do the same risks exist for other channels? And if so, shouldn’t we strengthen them too?”

In many cases, it’ll be completely sensible to continue with a focus on cybersecurity, especially when introducing new processes, while also tightening up older processes that might not have been examined for many years.  This assists with promotion of a more holistic view on risk, and helps reduce the risk of fraud or information leakage.  Whilst large-scale IT system breaches might mean that a huge quantity of data is compromised, and this should be avoided at all times. It also shouldn’t be underestimated the reputational damage of one or two personal records being misappropriated for fraudulent reasons.

As with so much of what is performed as project managers, business analysts, ensuring a systemic and holistic approach, working with our customer and stakeholders to zoom out and see a clearer picture of balancing cyber-security, information security and what is trying to be achieved by the project, is a very careful balancing act. Let us know your thoughts on cyber-security, Information Security when running your projects, we would like to read your comments.

PMP Prep Books and Certification

If you have been in Project Management for any length of time and feel as though that you are a career project manager then it is essential to take the next step and become PMP certified. It will hold you in very good stead for the rest of your project management journey and your pay packet may also experience significant growth. The reason to obtain PMP certification, simple really, it is the gold standard for project managers. It opens up more lucrative job opportunities and helps you stand out from uncertified applicants. But becoming a PMP isn’t easy. You must pass a challenging exam covering all of the key skills and concepts that a project manager needs to know. It isn’t uncommon for test takers to fail on their first try, but your chances of success are much higher if you study with a PMP prep book.

PMP prep books outline all of the most important details you need to know in order to feel confident on test day. The books take you through all the concepts covered on the exam and include test-taking strategies to help you approach different types of questions. Also included are sample questions and tests so you can gauge where you’re at and where you might need further study. But with so many different PMP prep books on the market, it can be difficult to know which ones are worth your time and money.

Along with project management education and work experience, the PMP exam is one of the requirements you must complete in order to obtain the PMP certification, one of many professional development certifications offered by the Project Management Institute (PMI).

The CAPM/PMP Project Management Certification All-In-One Exam Guide, Fourth Edition is a publication to seriously consider. This up-to-date self-study system offers 100% coverage of every topic on the CAPM and PMP exams.

Thoroughly revised for the current PMI Project Management Body of Knowledge (PMBOK Guide), this up-to-date resource offers complete coverage of all the material included on the Certified Associate in Project Management and Project Management Professional exams. You’ll find learning objectives at the beginning of each chapter, exam tips, and practice exam questions with in-depth answer explanations. Written by a leading project management consultant and trainer, CAPM/PMP Project Management Certification All-in-One Exam Guide, Fourth Edition will help you pass the exams with ease and will also serve as an essential on-the-job reference.

Covers all exam topics, including:

•Project integration management

•Managing the project scope

•Managing project time, costs, and quality

•Managing project resources

•Managing project communications

•Managing project risks

•Project procurement management

•Managing project stakeholders

•Project management processes

Electronic content includes:

•750 CAPM and PMP practice exam questions―test yourself by exam domain or take a complete exam

•Bonus process review quiz

•Video training from the author

•Process ITTO Quick Review Guide

•PMP Memory Sheets

•Secured Book PDF

Once you pass the exam, your certification is good for three years. You must earn 60 continuing education credits within this three-year time period in order to remain certified or take the PMP exam again.

Let us know your thoughts on the PMP certification process, what worked for you, and advise for other, we would like to hear from you.

How the Project Management Office Can Use Artificial Intelligence to Improve the Bottom Line

This book explores how the project management office can use AI to improve the bottom line. Artificial Intelligence is finally making its way into project management and the challenge is to take advantage of all the benefits and avoid the pitfalls. In a highly competitive industrial environment, the PMO is in an ideal position to understand, adopt and optimize AI tools for project management. The PMO can align corporate objectives to the new technology and vastly improve the bottom line. This is both a practical guide and visionary description of how AI will disrupt project management and how the PMO can harness this capability to create a substantial competitive advantage for the organization.

Although no one knows at this stage the impact it will have on the daily work effort or delivery of a project for a project manager, one thing is certain, a change to the landscape is imminent. As organisations across all industries are looking for AI opportunities to remain competitive by tapping into their data. Approximately 80 percent of businesses across the globe are currently investing in AI, this cannot be ignored.

It is human nature to be concerned about the impact AI will have on job security and availability. A number of jobs which seem quite complex will be disrupted by widespread adoption of AI in 15 to 20 years’ time, this includes: journalists, drivers, chefs, financial analysts, lawyers and the PMO.

It is expected that almost 73 million jobs are at risk of being replaced by 2030, this invariably means that new ones will be created to accommodate the change, as even AI will need to be supported.

Artificial Intelligence can be a distinctive accelerator and game changer, and Project Managers should embrace the technology and leverage AI where possible.

Artificial Intelligence is sweeping the project management world, disrupting established strategies and business models at an unprecedented rate. Today’s project managers must decide whether they want to waste their resources toiling in the past or increase efficiencies by bravely stepping forward into the new world of office automation.

In How the Project Management Office Can Use Artificial Intelligence to Improve the Bottom Line, savvy project management professionals Paul Boudreau shows readers how to implement AI solutions and take full advantage of the competitive edge they offer while successfully managing the risks along the way.

A follow-up to Applying Artificial Intelligence to Project Management. Boudreau’s latest dive into the AI realm provides readers with a practical guide to this fascinating new technology and a vision of the remarkable future to come.

AI shouldn’t be feared but embraced as the future for human employees may be improved by the adoption of AI to perform jobs. It may even become the best team member, especially for Project Managers.

This book can provide insights onto how the PMO office can utilize AI to improve the bottom line, get your copy here, and be ahead of the curve.