Category: Uncategorized
Team Harmony and its effectiveness in project delivery
Project management is just schedules, budgets and charters, there are the soft skills which need to be considered. A successful project is delivered by a team which works in unison, harmoniously. There are so many variants when working in a team, dealing with egos differing opinions, characteristics, skillsets and more. How does a project manager use soft skills to get most out of the team? The overall mood of the team effects the quality of life of the members, on the way they work, and the quality of what they produce. Each member’s vibe affects the mood of the group. Being on a team with a grumpy and depressed co-worker is no fun, it takes the energy out of work and creates a sense of division.
Working to your audience, and the team are the audience as well as the stakeholders and customers. Feeling the vibe of the team, provides a sense of a place and the people in it. If a project manager has a sensitivity about them then they now deep in their bones what is going on.
Walking into an atmosphere of dull unhappiness, juice or energy is no conducive to team harmony. Normally this is gauged within a physical environment like an office as opposed to the virtual world we are working from these days. Regardless a listless and disenchanted team member can also be determined through a camera.
Just as there are depressive teams, there are teams that exhibit manic
qualities, – everyone is frantically moving at top speed, getting things done
fast and with no time for a break. Other teams are energized, an aura of satisfaction
and happiness pervades their environment.
A team’s mood, its vibe, results from external influences, performance, and the moods and emotions of its members. Manage mood to make sure that it better enables collaboration and individual efforts. Do not leave it to chance or underestimate the impacts of the environment and individual team members’ moods on one another.
Emotions and moods are contagious through a process of limbic resonance, that is the sharing of emotional states between people. Our brain chemistry and nervous system are affected by others and we synchronize with those with whom we have personal and working relationships. It is non-verbal and goes beyond body language and facial expressions to include chemical signals, sounds, and other more subtle signals.
The vibrations we give out are expressions of our moods, states of mind, emotions that can affect those around us who in turn effect our mental state. Mood contagion is not limited to people in shared physical space. A team working remotely may also experience it since tone of voice, facial expressions, and body language operate in virtual environments. Our written communications carry mood and emotions as well.
Our biochemical system is an open system which means that external events effect it. External phenomena, including the moods of others create chemical changes in our brains. These emerge as emotions and moods.
We communicate verbally, through facial expressions and other non-verbal cues, and through more subtle means. The neuroscience and the way we are conditioned by patterns that program our limbic brain, and regulate and revise those patterns is interesting, but beyond the scope of what is being presented here. This relates more to the dynamics of team mood and how to manage it.
The project manager must be sensitive to the mood of everyone with a stake in the project – team members, clients, functional managers and senior managers. Regular and frequent (daily or weekly) monitoring will make it possible to identify problems early, before they have time to fester and emerge as crises. This is particularly important for project managers who are less sensitive to mood.
Team spirit, stress levels and general team happiness are signs of performance health. Generally, a team that is experiencing performance problems is not a happy team. Knowing the subtle goings on helps the project manager to investigate causes and proactively respond rather than react.
Monitoring one’s own mood is as important as monitoring the team’s mood. Individual responsibility to oneself and one’s co-workers includes the self-awareness that enables self-management and effective healthy relationships. Equally important is opening to and learning to trust one’s ability to feel the vibe.
Opening to awareness and the management of one’s emotions can be encouraged but cannot be mandated. To set a foundation for healthy optimal performance, organizations can promote mindful self-awareness and teach people how important it is to personal health and performance. Mindfulness and emotional and social intelligence programs go a long way to make individuals aware of how their emotions and moods effect themselves and others.
The team shouldn’t be brought down by bringing your bad mood to work. Cultivate mindfulness to shield yourself from being affected by the bad mood of others. Learn the skills that will make you more sensitive to what is going on in and around you. Let us know your mechanism to enhance a team’s mood especially during the more challenging times of the project, we would like to hear from you. All the very best on your project management journey.
Successful Remote Project Management
If the current situation has taught us anything, it is that there is a new normal, as remote project management becomes a must have skillset. Regardless that doesn’t change the ongoing and increasing importance of project management to organizations, as projects are key to develop new capabilities and deliver improvements.
The critical elements needed to ensure projects are managed successfully – leadership, communication and team management – apply as much to remote working as “in person”. However, managers need to think and work extra hard to ensure they translate fully to a virtual environment.
Leadership means having the confidence to lead the team; being resilient and removing impediments to success. It requires leaders to ensure they’re as visible as possible and more emotionally intelligent to get the team’s vote of confidence.
This is more challenging and just as important with remote working, good leadership is about demonstrating the correct behaviours including transparency, collaboration, communication, honesty, empathy, exploration; each of which can be called good business behaviours. Deploying these approaches helps a remote team become more productive.
Communication is vital as project managers liaise across many departments and stakeholders, handling a lot of information and conveying it in a multitude of ways. As the remote world remains two dimensional without the dynamics of face-to-face meetings, it’s essential to get the communications blend right.
That means good communication can’t be left to chance, such as the informal interactions that happen when people are co-located. Instead, it needs to be organized and planned to understand their effect and resolve any misunderstanding.
Team management is extremely important, especially when working on high-risk and high-profile projects. When building a team, often in a project’s start-up phase, the project manager needs to assess how people work together and what additional skills/training they need. For some skills, the need for improvement might be easier within a remote context. But for other skills, the assessment could be more challenging. Wherever possible, it’s good to avoid someone leaving an assembled team, as this can have a major impact on the shared understanding that’s been created.
When everyone in the team is clear on the project’s objectives and the tasks in hand, they will educate their organization through the change. Even with leadership, communication and team management in place, there is no denying that the virtual environment is more complex for project management. For example: The spontaneity of in-person collaboration is reduced in a virtual environment
No doubt there are challenges and more planning and preparation to deal with potential unknowns in remote project engagement. Project managers need to work harder to identify team members’ body language when communicating through remote platforms to have colleagues’ well-being in mind.
Remote on boarding of new team members takes a lot of courage from everyone, so consult your new people to involve them and encourage their views. Also, having cameras on in virtual meetings means you can gauge people’s feelings much better. Having the visual component really helps communication but you need to establish the ground rules for this in advance; that might mean being mindful of people’s mental health by allowing them to switch cameras off, especially if they’ve been involved in back-to-back video calls and need a break.
By enhancing the virtual engagement experience, with things like online chat functions, it encourages feedback. Virtual whiteboards are a good way of increasing interaction in meetings and energizes the team, showing that their contribution is valued. Facilitators can also inspire engagement by making sure everyone can contribute. Build intention into preparation and reach out to the team as much as possible – a skill developed over time in a virtual environment.
The importance of celebrating success is as relevant in a virtual world as the physical world. Therefore, that could mean delivering cakes to everyone on the project team – but ensuring there’s enough for their families too!
Finally, make technology a friend and avoid trying to fix IT issues in the middle of a meeting; rather postpone and reschedule. The expanding, virtual world is here to stay in one form or another. This means embracing it as an adaptable and flexible way of working. Indeed, virtual platforms have enabled more introverted people to contribute ideas and feel less inhibited.
However, this environment also brings a continued need for project management skills. For example, PRINCE2 principles, supported by themes and processes support project managers’ planning, delegation, monitoring and controlling projects along with their various constraints. Ultimately, project managers must be in control when leading their teams: calm and composed on the surface, let us know your style in managing projects remotely, we would like to hear from you. All the best on your project management journey.
The Effectiveness of Project Management Emails
Never underestimate the value of a good email, this is no different in project management. There is a lot to consider when delivering a project and emails are part and parcel as a practical communication mechanism. Understanding how to get the message across is very importance especially when working with virtual teams.
With all the moving parts that ought to be handled effectively, project managers can’t afford to have poor communication skills, especially when sending emails. When project managers send poorly crafted emails, misunderstandings can occur, delaying the project for days.
Poorly crafted emails can cause disunity, needless purchases, friction between managers and employees, etc.
To avoid these needless yet frustrating hassles, we’ll share some reliable tips that will help write effective project management emails.
To command respect, act and “look” respectable. In a virtual setting, the “looking” respectable bit can come down to something as simple and minute as having a professional-looking email signature.
Give the email signatures of the people in managerial and executive positions a closer look, most executives have professional-looking email signatures. In contrast, those who don’t have managerial roles don’t bother with having one.
As a project manager, it is a good move to look as professional as possible; therefore, adding a stunning email signature is something to seriously consider.
The good news is, it’s easy to bring the entire project team on board with having a professional email signature. For example, there is Office 365 email signature management tool that provides centrally managed and sync company’s email signature. With the email signature management tool, signatures can be auto-synced through API integration instead of instructing teams to copy and paste an email signature template.
Chances are, teammates are very busy with accomplishing their list of to-dos and making sure everything about their scope of responsibilities is squeaky clean. That’s not easy to do, considering the variables involved when working on a project.
That’s why when sending emails, add the most crucial point/s at the first line of the email. This makes the email punchy, and it ensures that the most important message is read and not ignored.
Don’t add the meat of the message in the middle of the email. The team might read the first lines and decide to set the entire message aside, thinking that the message isn’t urgent.
Add a clear call-to-action (CTA) in the email; don’t leave readers guessing what they should do next. This is especially the case when pointing out several gaps or problems in the email about the parts of the project that the email recipients are handling. It leaves them confused about what gap to deal with first.
Even if the opportunities are pointed out and not the problems, readers still won’t know for sure which opportunity to take action on, unless they are told clearly what is wanted from them.
Adding a CTA removes any kind of guesswork on the readers. This adds clarity and allows the team to move forward in the same direction.
Adding bullet points improves an email’s readability, organizes information, and works as an optical break. These points can make email messages easily digestible.
Think of bullet points as a summary of sorts. It allows an opportunity to convey crucial points piece by piece in a manner that’s easy to find and understand.
Now that a professional-looking email message has been composed, one that’s well-organized, with bullet points, and has a clear CTA, add a timeline to let the recipients know how urgent the needs are. Imagine how problematic it could become for projects if one of the teammates thought they could delay a task for weeks when they should be doing it immediately.
Suppose there are permits or documents needed to be obtained to start sections of the project. An email is sent to one of the managers to get the documents, yet he/she thought the task can wait and isn’t a high priority when the entire project is put on hold because the documents aren’t obtained yet. Scenarios like these can delay projects for weeks, even months.
At the end of the day, the email is being sent to people who have their own characteristics and how they interpret messages. These people might have had a tough day. They might have experienced rejections upon rejections, or they might even be sick physically yet still opted to work to prevent needless project delays. The last thing is to sound severe or cold towards these people.
This can demotivate them and could even lead to resentment or rebel against the sender. On the other hand, speaking life to them by including encouraging words in emails can motivate them and cultivate to relationship to something more meaningful.
This breeds unity the value of which can’t be downplayed when running a project effectively.
With the assistance of online apps, emails can be improved via readability and spot grammatical mistakes (among other things) before sending it to the teams. There are several of these online tools available and are free.
Sending effective project management emails doesn’t have to be rocket science. Just by using the tips shared in the guide, can drastically improve how emails are written. This helps with better communication, which is absolutely necessary to the success of any project. Do you have any tips or tricks used when sending emails; it would be great to hear from you. All the very best on your project management journey.
Resource Capacity planning improving project performance
A project is deemed successful when the deliverables are met to the client’s expectations and are completed within time and budget. However, it is not as easy as it sounds. Project managers need to meticulously plan every aspect and track the performance at all levels to be successful.
In actual fact a project succeeds when there is a detailed project plan with deliverables documented against each milestone. The project manager then needs to track them at every stage and take corrective action if something goes wrong
The project’s requirement spans from niche competencies to equipment, material, asset, and so on. It is crucial to assign the right resources to the right project. If this doesn’t happen then the project can run the risk of not delivering on time and add unnecessary cost.
Capacity Planning helps with the prediction of shortfall or excess of resources in advance. It allows the project managers to be better prepared for future projects and avoids any last-minute hurdles. With proper resource planning, the project can be successfully delivered.
The comprehensive process of forecasting the capacity and demand gap and implementing the right resourcing treatments to bridge the gap is known as resource capacity planning. It empowers data-driven decision-making by centralizing and gathering relevant information on resource availability and utilization in real-time. This creates transparency and facilitates managers to stay informed of enterprise-wide resource metrics at all times. Moreover, accurate prediction of the metrics allows them to form a full-proof action plan in time. All these benefits put together make resource capacity planning an incumbent process in the project and resource management realm.
There are five ways that capacity planning improved project performance
Capacity planning provides enterprise-wide visibility of the resource demand, their capacity, attributes like role, skills, costs, location, etc. Being forewarned about the project demand, managers get enough lead-time to hire or request the right resource at the right time and cost.
With a unified view of the workforce, they can also leverage the cost-effective global resource across matrix boundaries to maintain any project’s financial health. Simultaneously, upskilling the benched resources and planned hiring minimizes last-minute hiring cycles curbing the costs substantially. All these measures cumulatively reduce project resource costs significantly.
When a project is in the pipeline, managers get an overview of the future requirement in advance. Leveraging this information, they can evaluate the existing resource pool, competencies, schedules, and availability. It will allow them to understand if there is a shortage or excess of resources. If the resources are in excess (capacity exceeds the demand), managers can bring forward additional pipeline projects, sell the excess capacity, and so on.
In case there is a resource crunch, managers can hire permanent talent, contingent workers, or contractors to bridge the gap. Or they can go ahead and train the existing resources. When an appropriate measure is implemented, managers can plug the skills gap in advance and ascertain timely delivery of projects keeping the client’s expectation in mind.
With transparency in project tasks, their skills demand, resources’ schedules, and their profiles, managers can allocate the competent resources to the respective tasks. Using the capacity planning solution, they can take a ‘best resource, best fit’ approach instead of a ‘first visible, first fit’ approach.
After procuring the workforce to execute the project, the next step is to understand the resource schedules and their availability. If a resource is booked for another project, managers need to ensure that their allocation does not lead to overutilization. Otherwise, resources may experience burnout. At the same time, the expertise level of every employee must be considered. For instance, a low-experienced resource may take more time to accomplish a task than a highly experienced resource. Based on their proficiency, managers have to design the schedules. Capacity planning makes this process a breeze by providing an overview of resource allocation, utilization, and schedules on one single platform.
Given the ability to forecast future opportunities and their requirements, capacity planning brings together the pipeline and delivery process. Pipeline projects can either come from the sales team or they can be internal projects to meet the company’s strategic objectives.
Proactive planning allows the team to take on more projects as the delivery team formulates a working framework for the approval process. Thus, capacity planning also plays a critical role in enhancing the revenue generation activities for the firm.
One of the most important factors to consider while managing projects is the resource health index. If the resources are experiencing burnout, or if a highly-skilled resource is working on admin or mundane tasks, or an instance of mismatched skillset, it can all boil down to lowered productivity.
Capacity planning helps managers combat this challenge. It can provide actionable insights into resource utilization and availability. If a resource is working on a non-billable project or admin work, managers can mobilize them to either strategic or billable work. It allows efficient utilization of their expertise, enhancing their productivity. Similarly, if a resource is over-utilized, managers can deploy the right optimization technique (resource levelling or smoothing) to even out the workload.
Understanding the impact of capacity planning on a project’s performance will assist a project manager to achieve their goal of successful delivery. Some further aspects to consider when capacity planning is to streamline the process, by establishing an advanced capacity planning and forecasting process to enhance efficiency. Stay vigilant of resource requirements or of the project pipeline to fill the demand gap in advance. Assess the capacity against the demand gap report diligently before implementing the resourcing treatment. Organize internal or external training sessions periodically for employees who need further training so they can be used in the future. Leverage the matrix organizational structure to form a cross-functional team and reduce the hiring/firing cycle. Let us know the capacity planning approach you take on your projects we would like to hear from you.
All the very best on your project management journey.
Contract lifecycle and project management
Being responsible for managing a project is complex enough, then add contract management and the situation can become overwhelming, especially when contracts are not aligned as expected and issues arise, taking away from the project managers primary goal which is delivery. Companies employ contract managers to manage this often-complicated process. While not every organization has a contract manager, everyone who is leading a project that employ’s vendors and contractors need to understand what is involved.
Contract management is the process of managing contracts. This includes deliverables, deadlines, and the terms and conditions of the contract. It’s not merely facilitating the contract process; it also includes managing customers and their satisfaction.
Often people think only of the build-up to the contract being signed. While this negotiation period is important, it’s a mistake to neglect what happens after the contract has been awarded. This is when the real management of the contract begins.
Contract management is used in organizations in both the public and private sector to effectively manage contracts after they’re signed to create a better operational and financial performance. It also helps to reduce the financial risk for the organization. While time-consuming, having a good contract management process reduces costs and improves performance.
Contract lifecycle management is different from contract management. The latter is more about managing contracts with email, spreadsheets and file storage. Contract lifecycle management is a strategic approach to contract management that gets greater efficiencies out of the activity by combining people, processes and technology.
Contract lifecycle management or CLM is about automating and streamlining the processes involved in contract management’s various stages, such as initiation, authoring, process and workflow, negotiation and approval, execution, ongoing management and compliance, and renewal. The end goal is to save time and money while reducing errors.
This is done by using CLM software, which gives users greater visibility into what a corporation is spending and streamlines the contract process for more efficiency leading to lower administrative costs. This is accomplished through management of procurement and sales contracts, automation, standardization and more, to create contracts quickly and easily.
Some organizations will have a dedicated person for contract management known as a contract manager. They direct and oversee contracts as they move through their lifecycle. In a sense, they’re the middle person who work as a bridge connecting companies, employees, customers, vendors and contractors.
A contract manager will facilitate the negotiations, recommendations and all record-keeping associated with the contract process. They research all legal issues related to the contract and help with negotiating terms and conditions with the client and the third party.
Some of the duties of a contract manager include preparing commercial bids, developing and presenting project proposals, meeting with clients, estimating budgets, negotiating contract terms and more. Their skillset includes having knowledge of contract law and being apt at relationship management.
Contracts are important. They are legally binding documents between an employee and contractors or vendors who will be carrying out work. Therefore, contract management is equally important as it helps to make sure contractual work is done effectively. It works out for both parties involved in terms of business strategies and procedure.
Since so much of an organization’s business strategy depends on the successful negotiation of a contract, the process can be time-consuming. Using contract management helps to dedicate just the right amount of resources needed.
But once the contract is signed, the need to monitor and oversee its implementation is critical to meeting the obligations of the contract. Failure to have a contract management process in place can cost the organization money and time through levied fines and litigation—not to mention erode important business relationships.
Contract management continues to be a benefit even after the contract is finalized and services procured. Without oversight, this can lead to failure to fulfill all contractual obligations. All of this erodes the value of the project and can even lead to failure to achieve its objectives.
Contract management, like any type of management, has a process. This allows for the management of contracts to be controlled and make sure nothing important is ever being neglected. This series of actions can be broken down into seven steps:
The first step is the identification of the organisations need, goals are set, and risks defined. Remember, the contract is legally binding, so due diligence is important. Know the type of contract, any standard agreements that can be used, determine who is responsible for what and the resources needed to implement the contract.
If there’s an in-house counsel or attorney your organization works with, this is the point to consult with them. They might even have a template to work from as the contract is drafted. This will help make sure all the required clauses and terms are included. Also, take into consideration any state or country laws that might impact the contract. Take time and make sure everything is correct.
The next step is getting approval from a manager or executive to look over the contract draft and see if they have any comments or corrections before finalizing the document. This phase of the process is dependent on how your organization works, and if they have audit procedures or other policies about specific procurement. At this point, set up a system to notify the approving parties so they can view, edit and comment on the contract in real time.
The negotiating stage will involve researching the other party’s needs prior to sitting down at the negotiating table. When everyone is making changes to the contract, it’s helpful to have that document be shared and collaborated on in real time. Shuffling back and forth between different versions of the contract by email via physical documents increases the likelihood of errors and cost increases.
Once both parties agree on the contract, it’s signed by them, which makes it a legally binding document. While we often picture contract signings taking place in person, that just isn’t always the case. With virtual meetings and a global economy, getting signatures can be more difficult. More companies are using e-signatures to facilitate this stage.
It’s common that a signed contract will get amended or revised. Tracking these changes is important and highlights the need for reliable contract management process. Contracts should be shared, easy to edit and add amendments as needed.
Finally, there’s the management that follows the signature, which can be auditing, renewing contracts and other obligations. The contract should be audited regularly to make sure the obligations are being met. This includes renewing the contract when necessary. Missing a renewal is a lost opportunity and can damage the relationship between the owner and contractor.
When applying contract lifecycle management, there are things to do to help the process work more effectively. For one, digitizing and automating the process is always advisable. This is doubly so when managing a portfolio of contracts or dealing with contractors and vendors who are geographically spread apart.
The automation of notifications to keep track of when contracts are up for renewal is a good approach. As human error can be costly, but when reminders are set on the software then deadlines are easily visible.
Having reporting features on a software tool is important for a budget, which is constantly changing over the course of a project. A budget is planned and is outlined on the contract, but the actual project might find you overspending. A tool is needed to check against what has been planned to spend and what is being spent.
Contract Management is an essential part of delivering projects, although organisations may have people whose job function is to specifically focus and work on contracts, and the responsibility may fall on others, it is good to understand the intricacies of what is involved. Let us know your experience with contact management we would like to hear from you. All the best on your project management journey.
Project foundation built on feasibility study
Feasibility statements are a great way to build a project foundation, within several steps an understanding of the project can be achieved, setting the project manager on a path of success. Using some of the best practices and with available templates the path to successful delivery is clearer. Simply put, a feasibility study is an assessment of practicality of proposed plan or method.
The feasibility study will assist in determining if the technology for example can do as proposed. Does the project have the people, tools and resources necessary? Will it also achieve return on investment?
Once a plan for the feasibility study is created, upload that task list to a preferred project management software and most of the work is populated in the Gantt chart. Tasks can then be assigned to team members, add costs, create timelines, collect all the market research and attach notes at the task level. This gives people a plan to work from, and a collaborative platform to collect ideas and comments.
Based on this information the project can be deemed in a position to be implemented. It is best to conduct a feasibility study during that point in the project’s life cycle after the business case has been completed. It then outlines the factors that will make the business opportunity a success making it an important component of the project.
The following are the seven steps when conducting a feasibility study:
1. Conduct a Preliminary Analysis
Begin by outlining the plan, focus on an unserved need, a market where the demand is greater than the supply, and whether the product or service has a distinct advantage. Then determine if the hurdles are too high to clear (i.e. too expensive, unable to effectively market, etc.).
2. Prepare a Projected Income Statement
This step requires working backwards, start with what income from the project is expected and the investment needed. This is the foundation of an income statement. Items to consider here include what services are required and how much they’ll cost, any adjustments to revenues, such as reimbursements, etc.
3. Conduct a Market Survey, or Perform Market Research
This step is key to the success of a feasibility study, so it should be thorough. It’s so important that if the organization doesn’t have the resources to do a proper one, then it is advantageous to hire an outside firm to do so.
The market research is going to provide the clearest picture of the revenues which can be realistically expected from the project. Some things to consider are the geographic influence on the market, demographics, analysing competitors, value of market and what the share will be and if the market is open to expansion.
4. Plan Business Organization and Operations
Once the groundwork of the previous steps has been laid, it’s time to set up the organization and operations of the planned business venture. This is not a superficial, broad stroke endeavour. It should be thorough and include start-up costs, fixed investments and operation costs.
These costs address things such as equipment, merchandising methods, real estate, personnel, supply availability, overhead, etc.
5. Prepare an Opening Day Balance Sheet
This includes an estimate of the assets and liabilities, one that should be as accurate as possible. To do this, create a list that includes item, source, cost and available financing. Liabilities to consider are such things as leasing or purchasing of land, buildings and equipment, financing for assets and accounts receivables.
6. Review and Analyse All Data
All these steps are important, but the review and analysis are especially important to make sure that everything is as it should be, and nothing requires changing or tweaking. Re-examine previous steps, such as the income statement, and compare it with expenses and liabilities. Is it still realistic? This is also the time to think about risk, analysing and managing, and determine any contingency plans.
7. Make a Go/No-Go Decision
At this point a decision can be made about whether the project is feasible or not. A couple of other things to consider before making that binary choice is whether the commitment is worth the time, effort and money and is it aligned with the organization’s strategic goals and long-term aspirations.
Feasibility Report Template
Finally, here is an outline for the nine parts of a feasibility report:
- Executive summary
- Description of product/service
- Technology considerations
- Product/service marketplace
- Marketing strategy
- Organization/staffing
- Schedule
- Financial projections
- Findings and recommendations
That final item is broken down into subsets of technology, marketing, organization and financial findings and recommendations.
A feasibility study can provide an insight on the validity of a project, a project management software can assist with its execution. Once a plan for the feasibility study is in place, upload that task list into the software and all the work is populated in the online Gantt chart. At this time, tasks can be assigned to team members, add costs, create timelines, collect all the market research and attach notes at the task level. This gives people a plan to work from, and a collaborative platform to collect ideas and comments. Let us know your thoughts on the use of feasibility studies, we would like to hear from you. All the very best on your project management journey.
