Tag: Project Management
The very nature of projects refer to change, whether it relates to infrastructure, construction, IT or organizational. The process and in particular the actions we take as project managers can either make the delivery better or a real chore to achieve. Projects are a series of actions which enable an idea into a real change, this can relate to making more money; improving people’s lives. Actions include the ability to express oneself by speaking, writing, or with body language. This soft skill is an essential tool.
The delivery of new or modified products, architectural brilliance, events, and processes can impact both the project environment and the environment that receives the results. Once these environments are changed, then there is a direct effect on people’s lives, the way they work, think, their values and how they relate with others.
The very action of a project or any action for that matter, whether it is to make things better or not, creates a ripple effect. The effect may be short lived or may be felt for many years down the track. Comprehending the effect and its possible ripple effect should motivate people to be careful about what they do, say, and think. Every action has an effect; at times the effect can be subtle and minor. This is the foundation for process thinking and quality management.
Take a project to implement a new process for example, where an operational group can disrupt the organization. The project may cause a new or ongoing conflict between management and labor, and either makes for better ongoing performance. Performance which may degrade depending on how well the project has executed and how the new process has been performed and maintained overtime.
The best of intentions or biases, values, and beliefs are the drivers of decisions, which drive behavior. The way decisions are made influences relationships and outcomes. For example, being overly aggressive or using underhanded methods to achieve a goal can cause distrust and anger that clouds relationships going forward and negotiations in general.
There are a number of actions or strategies to promote and achieve the best performance. People who ignore the consequences of positive actions are normally surprised by others reactions and the results of their behavior. This can lead to consequences and in these instance project consequences.
Remember, to take a breath when faced with a critical decision, especially when placed in a situation which can become heated. Relax, pause, breathe and think about what action will be taken next. By diving-in, risks unforeseen consequences can occur and quickly escalate. Respond only after the due diligence of assessing from multiple perspectives the pros and cons, risks and rewards, ripple effects, and alternatives.
Most project managers have at least a moment to step back and consider the ripple effect of actions and words. It is only the lack of awareness that acts as the blocker.
Training can provide and cultivate self-awareness to enhance the possibility of a natural process of letting things unfold. The ability to understand flow which can ensure skills, intelligence, analysis and intuition emerge in perfect alignment with the need of the situation. Also being able to objectively observe what is going on internally and externally to create the platform for what to do next.
There is a ripple effect in most decision making as ultimately it has an effect on actions. Being responsive means making conscious decisions and discerning whether they are unbiased, justifications or rationalizations after the action has been carried out. Being reactive means there is no conscious decision making, only the outburst or withdrawal, which should be avoided.
It would be great to get your point of view on this soft skill, actions and how they are delivered, affect projects. Please add your thoughts in the comments section. In any case, being mindful enough to remember the Law of Cause and Effect and responsive enough to choose appropriate actions, words and thoughts.
WATCH IT HERE
As project managers we just can’t get away from Governance. Regardless of how long you have been working as a project manager at some stage you would have had to generate a report. Possibly as part of a standard requirement from the Project Management Office or directly to the stakeholder. A report could either be automated, via available tools or by hand. The following is a set of must have reports and how they should be used with the intended audience. There are several different types of reports to use, but the following five are must haves in your arsenal.
The more common types of project reports needed for the successful running of a project are, Status Reports. This report can be produced either weekly or monthly, but more commonly depending on the size of the organization, status reports are generated on a fortnightly basis. The frequency depends on where you are in the project and how much there is to say. There’s not much point reporting daily if your tasks all take over a week, as you won’t have any progress to report from day to day.
As you will spend a fair amount of time producing status reports, it is worth considering ways to make it faster to write them. Better yet, automate as much reporting as possible. Create a standard status report template or use the one that comes with the project management software used.
Check out the Project Status Report template here.
Another must have report is the risk register. Many PMs Report on risks at least monthly, and the report is normally the output that comes after a risk review meeting. A risk register can be updated at any-time, normally an organization will dictate when it must be done. Also team members should be encouraged to contribute risks to the log whenever they feel something needs recording.
The risk report should include a summary of the risk profile of the project, how it is presented is left to the Project Manager. A good approach would be to only include the details for the risks that have the potential to create the most problems for the project. Then, include a statement on the lower-level risks, perhaps summarizing how they are being managed.
Possibly produce a report about all the risks in a project, regardless of how significant they are. It’s probably easiest to do this as an automated download from your project management software, or if you keep your risk log in another format like a spreadsheet, by issuing a complete copy of that document.
Board/Executive Reports are definitely required, and tailored to the people who are going to read them. So the report produced for the project board will have a different level of detail in it compared to the weekly status update that goes to the internal project team and key business stakeholders.
For the project board reports, the information should be of a high level. They will want to read about things that are important to them, like issues they can help resolve, a summary of the budget position, and whether or not the project is on track, and the upcoming and delivered milestones.
Make sure that the board or SteerCo report is in a format that can easily be read. For example, if executives are always on the road and use their smartphones to check emails, don’t produce reports in the form of a complicated spreadsheet that won’t display correctly, or include loads of large graphics that will take ages to download. A pdf will render across devices when emailing a static report. Or possibly grant licenses for board members or senior leadership so they can see real-time dashboard reports on the go.
Resource allocation report is another, using the project management planning software to work it all out is a great tool to have. Most software tools, whether they are a standalone Gantt chart software or fully-featured project tools with integrated time sheets, will have the option to create a resource report.
The resource report will show the breakdown of which project team member is allocated to which task on which day. They can also be used to pinpoint over allocation problems – where a team member is allocated to more than one task. If a resource is working on more than one task at a time then this can be detrimental to the outcome of the project. Use the resource report to ensure that there aren’t any individuals over committed and reschedule those tasks as necessary.
Resource reports can also be useful for scheduling more than one person. By seeing when someone becomes available, and that is a good sign that they can be given more project tasks at that point. If you compare the resource availability to the project’s timeline you can also plan more efficiently. As one task done by one person ends, you can make sure that someone else is available to pick up the next thing that needs to be done, so that tasks don’t stop halfway through waiting for the next person to become available.
Overall, resource reports are one of the most useful types of project reports to be had as a project manager, although they can be a bit difficult to interpret at first. It really is worth spending the time getting to know how to read the reports so that you can make changes to your project schedule as appropriate.
Finally, a mention of variance reports, ensuring that the project is in fact progressing as planned. That’s the beauty of a variance report, as it compares the planned against the actual outcome, providing a metric to measure if you’re on track, ahead of schedule or running behind. The variance report will collect and organize the data on what is being compared, whether it be the budget, schedule or scope of the project variable being measured. The variance report gives you the tool to many a variance analysis or a measurable change from the baseline.
There are several variance reports, such as cost variance, variance at completion (budget surplus or deficit), scheduled variance and others. Mostly, variance reporting is used in budgetary analysis, trend reporting and spending analysis.
The variance report is a great tool for the project manager, who needs a lens into the project’s progress so as to make intelligent decisions on allocating resources. But not only project managers benefit from the reporting. Stakeholders are interested in high-level reporting, and variance reports give them a thumb’s up or down as to the progress of the project and whether it meets its schedule and budget.
How often you should run a variance report depends on many factors. For example, what kind of project is it? What’s its duration? Where is it taking place? The accounting methods a project manager uses will likely be different from project to project, but a regular variance report is a powerful metric to determine the health of your project.
Risk in projects is inevitable, and it is how they are treated and mitigated which can influence success. Risk management is a routine used by project managers to minimize potential problems that can affect the project.
Risks are possible events that can impact resources, processes, technology, or project participants during the system development lifecycle (SDLC).
The results of risk are often unclear before it strikes. Through risk management, threats can be estimated beforehand and control measures put into place if necessary. Risks can arise from anywhere in the SDLC. Even as organizations venture into new projects, there is a need to monitor the ones in operation. For this reason, risk management is continuous.
Risk assessment and management can be made less tedious by creating a risk management protocol. It may comprise of a consistent set of tools and templates as well as training of project participants. By embedding risk management into a daily routine, the company can assume better health and overall performance.
The 6 steps to risk management is outlined below, they can be eliminated, mitigate its impact, or accept if the consequences can be accommodated. However, the course of action should be a result of careful consideration and collaboration.
1. Risk Identification
It’s impossible to solve a problem that can’t be pinpointed. Risks can be identified in different ways, via interviews, brain-storming, root analysis, and more. Visualize the project as if it’s complete and running. Think about what could go wrong and note any fears down. Historical data should be analysed, lessons learnt is a great way in reducing the impact of a risk, and record any deficiencies found.
Set up interviews with the help of the project team, colleagues, and stakeholders to gather information on issues to emphasize. Consider inviting people known for critiquing. Their opinions can divulge essential insights which could have easily slipped through the cracks.
2. Risk analysis
After populating a list of potential problems, the next step is to determine the likelihood of each. Fill this information in the risk register and think about the possible consequences if the risk came true. Some questions to ask at this stage would be:
- Can the risk lead to project failure or delay?
- Will it raise regulatory issues?
- Is there a likelihood of legal disputes?
- How does it relate to various compliance standards?
Evaluate all possible outcomes if the risk happens no matter the magnitude. The process can be tricky because there is never enough information. Find out if the organisation the risk assessment is being performed for has a checklist. Compute the risk factor associated with each risk to estimate the severity of the probable impact. Qualitative and quantitative analysis techniques and tools are useful in risk analysis.
Once various risks have been analysed, a picture of their effect on the budget, scope, and the timeline of the project should be formed. At this stage it could be defined how the risks can affect the quality of your project.
3. Prioritization of Risks
Risk levels are different, and there is a need to distinguish them based on severity. Without this knowledge, appropriate control measures cannot be put in place to tackle the threat. Unpreparedness often leads to project failure or over expenditure when fixing issues.
An extensive list of risks can be intimidating, but they can be handled by classifying risks as either low, medium or high. Address high risks as soon as possible, an e.g. in IT projects is poor data integration between two technologies.
Medium-priority risks are worth attention, they’re impact can be mitigated with appropriate controls. Low risks may have little to zero influence so they can either be controlled or accepted.
4. Risk Assignment
For tracking purposes risks should be assigned to someone, look for talented individuals within the team and let them oversee risks. Apart from monitoring, they should spearhead the resolution efforts for the uncertainties. Failure to assign risks negates the effort of identification and prioritization. The project would ultimately suffer the maximum impact, accumulate more risks, and likely fail.
5. Response to Risk
Once the threats are known and they are ready for resolution, before any action is taken, separate positive risks from negative ones. The latter represents events which threaten to cause harm. A positive risk is an unplanned situation that can be exploited to benefit the project. Some people look at it as a condition that produces too much of the desired deliverables. Decide the action to take.
Create a plan to mitigate all risks that can hurt the project. The strategy can be through preventative measures or a contingency plan. Together with the risk owners, decide which approach solves the problems best.
6. Risk monitoring
The risk owner will continue tracking the risk to see how it responds, and determine any new threats that might develop. It’s crucial for all parties in the project to understand risk management measures. When they are transparent, the team will be proactive as they will know what to do. Set up different channels for efficient communication with the team.
How Risk Management Relates to Compliance
Modern SDLC relies on agile development, a methodology based on the 12 principles of the Agile Manifesto. Agility, in this case, means that the software product can adapt to changes through its lifecycle, as compliance projects are assuming the shape of agile development.
Government compliance regulations are continually developing. Therefore, these policies affecting the organization and implement should be known within the project. These include standards established with the industry as well as external regulations that touch the business. Compliance can be accommodated by planning project management to identify risks emanating from the outside.
Automation for Agility in Compliance Projects
Since compliance mimics software development projects, automation can enable organizations to meet standards effortlessly. For vendors to satisfy the needs of their customers and protect their information, they must be compliant. They can generate and monitor customer risk profiles and act accordingly to maintain trust.
By providing communication tools and motivating stakeholders, promote compliance in the organization. Self-assessment and audits inform the compliance department whether their controls are adequate.
Businesses should provide compliance officers with the tools they need for compliance projects. By so doing, customers and partners will rest assured organizations are at par with standards.
If you are spending a lot of time in meetings, then it would be a good idea to try and get the most out of them. It is well known that meetings for meetings sake is a waste of time, erodes productivity and hence becomes a liability. However, meetings which are constructive and produce results are invaluable, but how is that fine balance achieved? A project management meeting can be divided into three parts, one that obtains a result before the meeting commences the contents of the meeting and finally the actions from the meeting.
Being prepared for the meeting is the first step, once the meeting invite is accepted, then make the most of any available time leading up to the meeting to prepare. This will ensure that time is being used to good effect. Read the agenda and any accompanying documentation; think through which parts are relevant and where more information is required. This may seem “common sense”, but it is a surprise on how this simple step is often missed.
The following may seem like a waste of time, but if decisions are really needed then a pre-meeting should be conducted. People often decide on the issues before they turn up. They use the meeting to showcase their stance. So, avoid the risk of the project meeting going off the rails by taking and setting the tone in advance. If holding a pre-meeting, meeting is not possible due to scheduling conflicts? Create a list of items to discuss by using online software that can be shared and collaborated on.
Good meeting etiquette is to ensure that the meeting starts on time and not to wait for late arrivals. If for any reason most of the participants are late, especially those participants who would have the most input, then don’t waste the time of the few who did turn up, defer the meeting. Or just ask the people who are present, “What could this group best use our time together for?” the answer may surprise.
As the chair of the meeting, it is understood attendees know each other, if this is not the case then do a round of introductions. If the attendees are not known, a suggestion to remember who they are is to draw a map of the table, in a notebook. Then fill in the map, so names and affiliations of everyone at the table are then known.
Commencing a meeting on a positive note normally draws out the best results. A great way to do this is to ask about people’s biggest successes since the last meeting. Determine the best method to obtain the information, after all meetings are conversations, and the structure should match this conversations need. Think about which format will work best for each agenda item:
- One-way briefing or lecture
- Free-flowing dialogue
- Structured debate
- Round-robin sharing
The workplace is made up of many different character types, and meetings are no different, it is normally quickly determine who the assertive, dominant, talk-about-everything people are. When they start to dominate or take away from the meetings desired outcome, thank them, and ask to hear from someone who does not contribute as readily. Those people have just as many good ideas and their opinions are equally helpful. So, invite them in, and give them space to be heard.
This will then lead to a positive culture in the meeting, which provides a real boost in the mood of the meeting. Creativity will increase and people will build on the germ of a good idea, rather than knocking it down. Rapidly call out any disrespectful behaviour and celebrate evidence-based and courageous contributions. Build on good ideas, and ask for concerns and counter-evidence when one idea seems to dominate
One method to remove any knee-jerk negativity is to give anyone a minimum of two minutes to make their point before anyone can jump in and challenge it. It compels people to listen and hear the whole point, rather than reacting to their first impression. It has been often found that during the course of the meeting its perspective can shift. As the person who leads the meeting can force a particular perspective, and stifle innovative thinking. Wherever possible, ask the question to which the statement itself is the answer. This lets the group find it for itself, or possibly a better answer is provided. Another approach is to ask the meeting about how other stakeholders would react to the conversation. Or what they would say if they were in the room. This achieves a better decision, perspective and richer solution.
Remember to remain alert to signs of rising tensions during the meeting, cool them early, before they have too much heat in them. Ask clarifying or checking questions that move people to become analytical about what they are saying. This dampens their emotional responses. One way to quell any tension is to label the emotions around the table and ask about them: “I see you are becoming agitated; can you tell me what’s triggered that?”
Ensure the meeting remains on track at all times reduce the chance of the meeting slipping, start each part of the meeting by writing the objective on a board. If the meeting goes off-track, allow anyone to re-assert the objective by pointing it out. And then place any new topic that has started to take over on a “parking lot” part of the board. Now the group can return to its original topic, and pick up on the parked idea later, if it is genuinely valuable.
A conclusion to the topic must be achieved before moving off the point. Summarize up to the point which was reached, and state clearly what the group needs to do to finish the conversation. Then kick-off again with an invitation to take the next step. The meeting should have a satisfactory conclusion, decisions need to be owned by the group, but individuals may assert their opposition. Actions need to be owned by the people who have accepted them. Before the meeting is disbanded, re-affirm decisions taken, and secondly firm up commitments to action.
Once the meeting is closed, then the following should occur, schedule some time shortly after the meeting to review notes, follow-up on actions, and consider what was learned. If time has been taken to prepare for the meeting then it should also be taken at its conclusion.
Meetings are just a way to disseminate information to a group and get feedback, too. Projectmanagementcompanion.com has a selection of cloud-based project management software that helps plan, monitor and report on the progress of any project. There are great tools to control each stage of a project. A real-time dashboard not only provides up-to-the-minute data but makes graphs and charts targeted to meeting needs, whether with stakeholders or the team. Try one today free with a 30-day trial.
Project Management in an Agile environment engages stakeholders with interaction between developers and customers. This occurs to deliver a satisfactory outcome for the customer and the organisations requirements.
Taking on and making an Agile approach in this instance successful. Effective leadership over multiple levels, that is from executive, functional and project/program management, and team is required. In its core the Agile approach challenges those who are anchored in hierarchies and a command and control management approach. As a greater number of executives realize that agile leadership can overcome the job dissatisfaction caused by authority based, non-caring management, agile leadership is being recognized as an effective leadership style for any project or process.
The Agile Leader
Agile leaders use principles of the agile approach to go beyond outdated traditional leadership approaches. It values delivering useful outcomes with individuals and interactions working together in healthy relationships, and responsiveness to change. Processes, tools, plans, documentation and contracts are recognized as valuable though not as valuable as relationships and adaptability founded on the goal of satisfying the customer.
Agile leaders are known as facilitators and servant leaders who provide an environment in which people can learn, grow and perform. They buffer the team from disruptions and distractions, promoting continuous improvement by establishing a safe environment, providing performance reflection. Defines and makes sure everyone understands the goal and is doing what needs to be done to achieve it.
The foundation for effective leadership is made up of mindfulness, intelligence and a sense of servant leadership. Mindfulness is paying attention, on purpose without judgement. It is stepping back to observe whatever is happening within and around oneself. Mindfulness enables resiliency, non-reactive behavior and an experiential understanding of the interconnection among people and systems.
Intelligence is the ability to acquire and apply skills and knowledge. The kind of intelligence required is not just cognitive intelligence as measured by IQ. It includes social, emotional and spiritual intelligence – the foundations for building and sustaining effective relationships.
Servant leadership is a leadership approach based on the idea that the leader is dedicated to making sure that those being served build upon their skills to grow as people, to become optimally effective, healthier, wiser, freer, more autonomous, and more likely to become servant leaders.
The leader of an agile team is charged with enabling the team to deliver useful product to satisfy the requirements of clients and product users by making the team self-managing and protecting it from disruptions and distractions.
For example, the agile leader will use formal processes to enable and at the same time moderate the effects of change. In a project using an Agile methodology, the project manager and team of developers and customers get together to review a backlog of requirements and agree upon the requirements for the next iteration of development. The customers agree to minimize change within the iteration and any changes in scope are documented and justified. The intention is to enable change while recognizing that changes, particularly those that take place while work is going on in iteration, are expensive and disruptive.
Mindfulness and intelligence come into play when it becomes clear that powerful customers may attempt to make excessive changes in requirements during iteration. Perhaps these customers do not spend enough quality time thinking through the requirements or do not care about completing the iteration in a timely way. Maybe, they believe that the developers can just adapt and deliver on time anyway.
Mindfulness ‘sees’ what is happening, objectively. The mindful person observes the behaviour and observes his/her and the team members’ feelings of frustration and fear.
Emotional intelligence is founded on being mindful of the arising of emotions. It comes into play when the fear of confronting the customer begins to get in the way of protecting the team from the disruption of uncontrolled change. It also influences the way the leader responds and communicates with the team to moderate behavior and, if the disturbing behavior continues, to handle it in a practical way. The ability to recognize and soothe the team’s concerns is an expression of social intelligence.
Conceptual intelligence comes into play as the leader finds the right way to state the problem and come up with a viable solution for the current situation.
Servant leadership and spiritual intelligence kick in to ensure that the team is protected from unnecessary stress brought on by irrational beliefs and behavior that violates basic agreements among the team members. It also influences the desire to promote learning and personal growth by holding performance reviews and addressing issues candidly.
The Power of Agility
An Agile approach, applied correctly in the right situations, enhances the ability to satisfy customer expectations while enabling healthy relationships among all project team members. By breaking up the work into small “chunks”, delivering product quickly, and by working in a team that combines customers and developers who reassess the plan frequently and collaboratively, the Agile approach to project management promotes agility – the ability to move quickly and easily, particularly in the face of change or challenge. The power of agility is to manage interactions among stakeholders to enable fully engaged customers in the effort to deliver products and services that satisfy their needs, even in the face of volatility, uncertainty complexity and ambiguity.
To be successful, an Agile approach needs agile leadership with its collaborative, service-based approach founded on mindfulness and the enhanced intelligence mindfulness enables. Without this kind of leadership it is likely that the Agile approach will be ineffectual – either too rigidly adhering to an impractical set of rules, or not applying the right level of discipline. This will cause team members to be unmotivated and performance will suffer. With agile leadership the team gets the support and direction it needs to grow and to perform optimally.
Project Managers can be positive about the outlook of their projects, especially when armed with tried and proven methods and tools. Unfortunately, there are aspects of projects which can limit its success. As project managers we have to face some uncomfortable truths.
Stakeholders have the last say.
No matter how well you manage your project, ultimately success is not down to you. It will be your stakeholders who decide whether to:
- Adopt the processes you build
- Use the systems you create
- Buy the products you launch
- Employ the assets you deliver
Hence regardless of all the project management processes and disciplines, stakeholder engagement is paramount.
Communication is paramount
Communication is one of the most important factors when managing a project. There must be transparency, willingness and dexterity when communicating to a wide range of stakeholders. Although the role is not to be political in approach, engaging in project diplomacy is almost a must.
The Project Team
If stakeholder engagement is about communication, then the team comes in a very close second. Ultimately the team around you will need to deliver the project, and having the right resources to achieve this is mandatory. The investment you put into developing and nurturing your team will dictate the quality of teamwork and individual commitment you will get out. The mantra of being transparent when communicating with the stakeholder is also the case with your team.
Controlling the environment
Although not necessarily focused on control, the job is to bring control to uncertain, complex, shifting and sometimes confusing environments. The methods and tools used to deliver a project have been designed to provide control.
Traditional vs. Agile
In traditional, predictive project management, there are designed processes and tools to anticipate the next steps and plan for risks and contingencies. However within large-scale software development, it may be difficult to achieve. This is why agile methods were created, to place new frameworks around lower-certainty endeavors. When conditions require both certainty of planning and estimating, which do not encompass either approach, then the use of a hybrid approach that take the most relevant aspects of each should be used.
Conditions are not supporting you.
As project managers, there will be times that outcomes cannot be controlled. However, controlling the preparation and readiness for the unexpected will assist in avoiding this situation.
Depending on the size of the project, there could be multiple stakeholders with varying interests of the outcome and how it is achieved. Although project scoping should alleviate any delivery discrepancies, it is one of the hardest parts of a project. As reconciliation of all the different points of view are required at this point. No matter how hard you work, and how ingeniously negotiated, there will often be some stakeholders who will remain unsatisfied.
Projects Are Political
Project managers cannot avoid politics. Scoping is only partly about negotiating the best mix of functionality, specification and quality. It is largely about finding the right political compromise. This is one that respects the relative power of competing stakeholders.
Once you are considered a good or possibly a great project manager, then there will be big demands on your time and the number of projects which are worked on simultaneously. Spreading yourself thin in this instance can affect not only your project but reputation. Ensure you are able to concentrate on the task at hand; otherwise failure will be a very real alternative.
Constant Monitoring and Control Cycle
The more frequently a project is monitored, the sooner an issue is evident. If picked up early then what could become difficult to resolve is not. Failure to monitor often, the first time a problem is noticed could make it almost unresolvable without detailed intervention. If it’s a while before you can check-up on it, any residual issues can quickly blow-up, out of control. Project managers need to be present, to monitor and control projects. If not, then they are not being managed correctly.
Factors beyond the project occur
Because project exists within a wider context of the environment it will be delivered into, then it must be known that the following can occur:
- Shifting politics
- Evolving technology
- Unstable economics
- Commercial disruption
- Legislative and regulatory churn
- Threats to security
All of which affect planning.
At times projects can be predictable and hence become a “Slow Burn” .However on occasion during the project, challenge or problem solving emerges, this provides a sense of achievement, if resolved quickly and effectively.
Attention to Details throughout the entire project
Do not ignore the process of project closure that is handover to support staff, and the release of resources who in turn can work on the next exciting project. Part of the project managers role is to manage resource exits, and into new placements.
If a project manager abandons a project before it is finished, or ignores the details because they are administrative, there’s a price to pay. After putting in 80 percent of the effort the project could be only 20 percent of the success it should have been. Attention to detail is crucial because without it, a successful project could become a sad failure. Truths don’t get more uncomfortable than that.
One final uncomfortable truth: you can’t do it alone. Yes, you need a great team, but don’t forget to give them the tools they need to succeed. Projectmanagementcompanion.com provides cloud-based project management software with a real-time dashboard, online Gantt chart and collaborative features to serve you and your team. See how by taking a free 30-day trial.