project management

Linky

Is Project Management A Profession?

This debate whether project management is a profession or not, has heated up again in the past year. I wanted to have a closer look at what it means to receive acknowledgement as a profession and if I think we will ever arrive there.

According to Wikipedia, the formation of a profession is as follows:
“A profession arises when any trade or occupation transforms itself through the development of formal qualifications based upon education, apprenticeship, and examinations, the emergence of regulatory bodies with powers to admit and discipline members, and some degree of monopoly rights.

Even though there are many other descriptions and traits associated with an occupation actually becoming a profession, but this is clear and easily lends itself to a step approach when trying to define how far Project Management has progressed towards becoming a true profession.

Project Management can be described as relatively static with respect to its education, apprenticeship and examinations. Right, wrong or otherwise, the adoption of the Project Management Institute’s Code of Ethics, education requirements and examinations based on their Project Management Body of Knowledge has become the de-facto standard for education, apprenticeship and examination.

Project Management is clearly not dependent on any particular type of hardware/software application or platform. Project Management methodology can also be applied across multiple industries.

Again, using the Wikipedia definition of a profession, the following is the classical manner in which an occupation becomes a profession:
1. It became a full-time occupation;
2. The first training school was established;
3. The first university school was established;
4. The first local association was established;
5. The first national association was established;
6. The codes of professional ethics were introduced;
7. State licensing laws were established.

Source: Perks, R.W.(1993): Accounting and Society. Chapman & Hall (London)

Obviously, if we accept PMBOK as the Body of Knowledge, and PMI as the local and national association and accept and embrace their Code of Ethics, Project Management has satisfied the first 6 steps to becoming a true profession. The final step, State Licensing laws being established, remains to be enacted. Since we are in fact global though, that requirement may not be possible, or at least may be unrealistic in many cases.

Does that preclude Project Management from being a true profession? I think not, especially due to the fact that there are other accepted professions that do not have licensing requirements.  If in fact there are other, better qualified, organizations than PMI that would better represent our interests as a profession, then that organization should be identified, promoted and voted on by the members of the profession.

Like many other Project Management Professionals, I also believe that the Project Management occupation has satisfied the definition of a profession and has matured to a level that we should move forward as a truly professional organization.

For more Project Management training, software and product resources, don’t forget to visit our Resource page here.

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Linky

6 Winning Practices for Effective Programme Management

Today we will look at managing a programme and which recommended practices you want to consider when managing a programme.

If we look at a simple definition of a Programme, it is that a Programme is a group of projects, which are grouped together because they contribute to the same objectives in the business strategy.

Here are 6 recommendations for managing a programme:

1. Review the Strategy

When kicking off your programme, the first step is to review your business case and agree on the objectives that your programme is responsible for delivering. This is important, as the objectives are what you use to peg your projects to. If you end up creating new projects that don’t contribute your specified objectives, then they should be excluded from your programme!

2. Line up management support

It is of utmost importance to gain the support of your executive team through the Business Case. This will help you to identify the benefits and costs of running the programme, the risks you foresee and what it is that you need to make it a success. It will also help you get the funding you require, as your Business Case will justify the funding needed, by stating the benefits to be realized.

3. Start carefully

Now that you have the funding and support from management, you’re ready to kick-off. Before launching into scoping your projects—instead define your overall programme of work in depth first. Create a Program Charter setting out your vision, objectives, roadmap and deliverables. Then set up a Program Office and appoint the key members of your administration team.

4. Project selection is critical

You’re now ready to define your projects and other related work. Scope out each project carefully and make sure that the benefits delivered from all of your projects combined, deliver the goals stated in your Business Case. Selecting the right projects to deliver the right benefits is critical. Make sure you categorize, evaluate, select and prioritize your projects carefully.

5. It’s all down to execution

Now kick off your projects in a logical order. Spread your programme resources (people, time and money) evenly so you don’t have resource constraints. Never schedule critical projects to take place at the end. To retain the buy-in of your Sponsor, make sure your projects deliver value early.

6. Control chaos

After your projects kick off, changes in the business often cause a level of chaos. Your projects change in scope, their budgets get constrained and resource shortages start occurring. How you react to these changes will determine your level of success as a Program Manager.

When this happens, step back and re-assess your programme. Outside influences are often the cause and these are things that you alone can fix. Only in exceptional circumstances should you dive into the depths of the program itself and work alongside project managers and teams at the micro level. A good Program Manager will instead step back and make macro level changes to influence the success of the programme.

For more project related resources like training, software and products, please visit the Resources page.

Linky

Clash Between the Titans: PRINCE2 vs Project Management Professionals

This post was sourced from an article that was published in “The Project Manager” magazine, authored by Dr Christopher Worsley.

The clash referred to here is between the institutions or training companies providing PRINCE2™ courses and who are promoting method accreditation versus training organisations offering courses that promote professional project management.

It has taken time and much research, some funded by the national and international project management associations, to develop a consistent view about what makes a good project manager.

There remains work to be done, but consensus is growing about their attributes, and for a professional curriculum and valid assessment criteria to be created.

Where is the problem?

The problem is the difference between education and training.

Not sure what the difference is? Simply check your reaction to your child coming home and saying he/she had sex training rather than sex education at school today!

Institutions who offer PRINCE2™ would claim that some 50 000 individuals sit the PRINCE2™ tests every year, while the institutions who offer PMP certification educations would be hard-pressed to find 5 000 taking advanced project management qualifications worldwide.

We need to worry that the personal development budget for future project managers is being consumed by training programmes, when this money could be better spent in educating them in project management.

Senior executives want people skilled at running projects. People skilled at running projects are distinguished by their attitudes, their skills, the responsibilities they intuitively accept, and the tasks and procedures they follow.

It is a well-researched finding that the best predictor of project performance is level of previous project experience. None of these are the outcomes from the typical five-day accreditation training course, including two days of tests.

What project management education does, is develop judgement and attitudes. It focuses on disciplines, not procedures, and forces focus on the factors that lead to success in projects.

There is a place for procedures. They are the distilled wisdom from hundreds of man years of others’ experience, but they are not rules, they are guidance; something that someone – whose only exposure to project management is a method course and anecdotal experiences, shaped by that method – rarely grasps.

How to resolve the clash?

The first and most important thing is to make the case for developing project management expertise, rather than project method expertise.

The major project management organisations, such as the APM, the International Association of Project Managers (IAPM) and the Project Management Institute (PMI), must make their cases much clearer and deliver to the marketplace clear guidelines about what good project management education should look like.

Both the APM and the PMI have long-standing entry-level knowledge programmes that are preferable starting points for project management education, but they suffer from many of the same faults as the method accreditation courses, with a public image that attaining these underwrites some sort of professional status in project management when they patently do not.

And project managers who value their contribution to their organisation and to their country should demand loud and clear that they are professionals and expect professional status with all that comes with it: recognition, responsibility and qualifications.

Dr Christopher and Louise Worsley are Managing Directors of PiCubed, Delivering Change through Projects, Portfolios and Programmes, a South African centre for excellence in project management. It is a sister company to CITI – a highly respected project management education and consultancy business in the UK.

Linky

Understanding PRINCE2 and How to Implement

Today is the second article in the 2-part series for project managers to understand PRINCE2 and how it can be implemented. Now that you know that PRINCE2 is a process-based approach to project management, you may be interested in the history of PRINCE2.

What is the history of PRINCE?

PRINCE stands for Projects in Controlled Environments. It is a project management method covering the organisation, management and control of projects. The Central Computer and Telecommunications Agency (CCTA), now part of the Office of Government Commerce (OGC), first developed PRINCE in 1989. The intention was to produce a UK Government standard for IT project management.

Since its introduction, PRINCE has become widely used in both the public and private sectors and is now the UK’s de facto standard for project management. Although originally developed for the needs of IT projects, PRINCE has also been used on many non-IT projects. The latest version of the method, PRINCE2, is designed to incorporate the requirements of existing users and to enhance the method towards a completely generic, best practice approach.

How is PRINCE2 implemented?

The most important prerequisite to implementing PRINCE2 is awareness and buy-in at the most senior level of the organisation. Once this has been achieved, project staff (from sponsors right through to team members) can be trained to a level of competence appropriate to their individual roles. This training also provides staff with the skills necessary to oversee the PRINCE2 implementation, though often it is recommend to use an external consultancy. This can inject in-depth knowledge not just of PRINCE2, but of the ways in which both the method and the organisation’s existing business processes must be married together to create an environment in which PRINCE2 can deliver maximum benefit.

PRINCE2 training

There are different levels of training available for PRINCE2.

Overview: Aimed at managers new to formal project management methods, plus senior managers and executives considering the introduction of PRINCE2 into their organisations.

Foundation: For those who will be involved in projects, but not necessarily in a leading role, such as project support staff.

Practitioner: For anyone requiring an in-depth understanding of PRINCE2, particularly current or aspiring project managers.

Both Foundation and Practitioner training lead to optional examinations that will provide successful delegates with an internationally recognised qualification.

Visit the AFA PRINCE2 Training for more details if you’re interested. Also visit the Resources page for more training providers in the project management space.

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Linky

Understanding PRINCE2 in the Project Management Context

Any project manager will come across many different project management methodologies and frameworks during their careers. Today I want to write about one such method, Prince 2 to help you understand it better in the project management context of achieving all of the project goals and objectives while adhering to classic project constraints – usually scope, quality, time and budget.

What is PRINCE2?

PRINCE2 is a process-based approach to project management providing an easily tailored and scale-able method for the management of all types of projects. Each process is defined with its key inputs and outputs together with the specific objectives to be achieved and activities to be carried out.

The method describes how a project is divided into manageable stages enabling efficient control of resources and regular progress monitoring. The various roles and responsibilities for managing a project are fully described and are adaptable to suit the project’s size and complexity and the skills of the organisation.

Project planning using PRINCE2 is product-based which means the project plans are focused on delivering results and are not simply about planning when the various activities on the project will be done. Driving any PRINCE2 project is the business case, which describes the organisation’s justification, commitment and rationale for the deliverables or outcome. The business case is reviewed regularly during the project so as to ensure the business objectives, which often change during the life-cycle of the project, are still being met.

Why usePRINCE2?

PRINCE2 provides organisations with a standard approach to the management of projects. The method embodies proven and established best practice. It is generic, non-proprietary and widely recognised. PRINCE2 also offers benefits to the organisation as a whole. These are achieved through the controllable use of resources and the ability to manage business and project risk more effectively.

PRINCE2 enables projects to have:

  • a controlled and organised start, middle and end
  • regular reviews of progress against plan and against the Business Case
  • flexible decision points
  • automatic management control of any deviations from the plan
  • involvement of management and stakeholders at the right time and place during the project the necessary controls and breakpoints to work successfully within any required contractual framework
  • a common language across all interested parties thereby ensuring effective communication channels between the project team, project management and the rest of the organisation

Please comment about your experience with Prince2 or any other methodology that is worth sharing.

Remember to subscribe to my RSS for the next article on Prince2.

Linky

5 Tips For Better Project Reporting

Every good project manager knows that communications management is an essential part of effective project management. Project reporting is about providing progress feedback to the project stakeholders.  This post will provide 5 tips for reporting on projects to ensure you are efficient in how you provide the necessary feedback about your project.
Project reporting

1.    Project status: Create a weekly Project Status Report to show your actual vs. planned effort, percent complete and actual vs. forecast spend. Specify the number of open risks, changes and issues, and state whether action by your Sponsor is required to resolve them. Also show the forecast amount of time, effort and money required to finish the project. Always try and forecast as accurately as possible. Never forecast optimistically, always conservatively.

2.    Task completion: You need to regularly show your Sponsor your progress against the tasks listed on your schedule. Create a summarized view of your project plan and update it to reflect the percent complete for every task. Then append this summary view to your Project Status Report. This way, your Sponsor can drill down to see further information about each task, if they want to.

By offering your Project Sponsor both summary and detailed information weekly makes them feel like your project is an “open book”. They will have all of the information about your project and you will get more buy-in from your Sponsor and more support when it’s needed.

3.    Milestones: You need to add Milestones to your project plan to show when the major project deliverables will be produced. You then need to report on the progress of each milestone to your Sponsor. Show the percent complete of each milestone, and again, forecast the completion dates.

Here’s another tip: You will get more out of your team if you motivate them to complete milestones, as opposed to tasks. That’s because people are usually proud of the things that they have achieved in life (i.e. milestones), as opposed to the things they have done to achieve them (i.e. the tasks).

4.    Getting help: Project Sponsors don’t always want to hear “we’re on track and under budget” in their project reports. They just want to hear the truth. So if you’re behind schedule and you need help to get back on track, then tell your Sponsor about it in your project reports.

State exactly what you need from them. Show them that you’re doing the best you can and that you’re the best person for the job, but that you still need their help to deliver the project. If you need more time, money or resources, then ask for it. Don’t be afraid. And remember, the best time to ask for help is before you really need it. This gives you contingency, because it always takes time for help to arrive.

5.    One version of the truth: Your project reports need to depict “one version of the truth” to your team. Keep them 100% accurate and be as open as possible about real issues that are affecting your team. Remember that if you communicate an issue to your Sponsor, then it becomes their issue to fix as well. Reporting issues is a great way to share the responsibility for fixing them.

The Project Status Report becomes the window to the world to share what is going on with the project on the inside. It also validates your position as project manager that you are actively managing and controlling the project activities to successful completion.

Please leave a comment and share any other useful tips for project reporting. Also subscribe to the RSS feed or to the Blog (to the right) for future project management articles.

Linky

How To Setup a Project Governance Framework as a Best Practice

A more recent article on Project Governance can be found here:

Best Practice: Project Governance Framework

Wikipedia defines project governance as follows:

“Project governance is the management framework within which project decisions are made. Project governance is a critical element of any project since it provides a framework for the accountabilities and responsibilities associated with an organisation’s capital investments (projects).”

Therefore, the role of project governance is to provide a decision making framework that is logical, robust and repeatable to govern an organisation’s capital investments. In this way, an organisation will have a structured approach to conducting both its business as usual activities and its business change, or project, activities.

Absence of Governance

In today′s business world, the absence of “governance” is equal to fraud, mismanagement and even scandal.
Project governance is fundamental to ensuring project success and control.

A Project Governance Framework

Guy Jelley, CEO of Post Vision Technology, believes that the most desirable scenario is creating a project governance framework that allows projects to be fluid and move ahead – as opposed to those that are hindered by too much red tape and unnecessarily scrutinised at every opportunity – but, to implement this framework together with a mechanism that provides visibility on current projects and their governance status, so as to understand and manage risks.

“The framework should provide a logical, robust and repeatable management decision making process, with the purpose of governing an organisation’s projects. And, although I advocate that project governance should be simple and straightforward in order for projects to flow, its importance must not be underestimated,” he says.

According to Jelley, project governance is underscored by the overall strategy of a business and, consequently, project managers must understand the objectives and vision of a business in order to understand and appreciate the project governance framework.

“That is, analyse what the governance processes should be delivering and measure these against the business value that the implementation and monitoring of these provide. The bottom line is, your project governance framework is dependent on your organisation’s holistic requirements and should thus be business- and not technical oriented,” says Jelley.

“Important, however, is to be aware that project governance is not a part of IT governance, but is a set of rules and regulations under which projects fall, irrespective of their type,” concludes Jelley.

Elements of good project governance

Wikipedia lists elements of good project governance which include:

  • A compelling business case, stating the objects of the project and specifying the in-scope and out-of-scope aspects
  • A mechanism to assess the compliance of the completed project to its original objectives
  • Identifying all stakeholders with an interest in the project
  • A defined method of communication to each stakeholder
  • A set of business-level requirements as agreed by all stakeholders
  • An agreed specification for the project deliverables
  • The appointment of a project manager
  • Clear assignment of project roles and responsibilities
  • A current, published project plan that spans all project stages
  • A system of accurate status- and progress-reporting including time records.
  • A central document repository for the project
  • A centrally-held glossary of project terms
  • A process for the management and resolution of issues that arise during the project
  • A process for the recording and communication of risks identified during the project
  • A standard for quality review of the key governance documents and of the project deliverables

The setup of a project governance framework during the Initiation Phase of any project, is considered a Best Practice to ensure project success.

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Linky

Project Management – Web-based Project Management Software

With a wide array of proprietary project management software available, it can be overwhelming for small to medium businesses to decide which project management software is right for them and what they can afford.

I recently discovered this information from GetApp that can be used to supplement the project management function in your business. It provides a complete list of Web-based Project Management Software links.

With the detailed description of each type of software, it should help you choose the best tool for your business needs.

Linky

Project Management Lessons From FIFA World Cup

After all the Soccer excitement from the FIFA World Cup passed and things were returning to normal again in South Africa, I came across this very interesting article by Romin Irani where he shared his views about what the FIFA World Cup 2010 teaches us about Project Management.

For those of you who are soccer supporters and who can appreciate the art of project management, will certainly enjoy his interesting perspectives and comparisons.  Here are some highlights:

  • do not depend on a star performer in your team
  • an effective technical person does not necessarily make a great (project) manager
  • there is no substitute for planning
  • to err is human
  • address the root cause of the problems and not the symptoms
  • every-one needs to perform and know their role
  • past performance is no guarantee of future performance
  • you need to have luck on your side sometimes
  • early setbacks can be a blessing in disguise
  • respect your opponent (competitors)
  • you need support from all levels
  • play to your strengths

When I started the series of project management posts relating to the Soccer World Cup in South Africa, I didn’t realise that there would be so many lessons to learn from one of the biggest sport tournaments in existence.

Click here to read the full article on What the FIFA World Cup 2010 teaches us about project management.

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Linky

I Want To Be A Project Manager When I Grow Up

Recently I came across a good presentation about taking project management ‘out of the box’. What this means, is to spread the word outside our project management community about what a great bunch of people we are and how project management is a valuable skill to pretty much everybody. It is about telling people what you do and what the typical working day of a project manager looks like.

Thinking back at how I ended up becoming a project manager, I remember landing in project management by accident, but staying here on purpose. It is because it is such a good fit for my personal strengths and skills. But I never grew up thinking that I wanted to become a project manager. I didn’t know of the existence of such a career choice and much less of what was expected of such a person.  So it is to this day. How many young people, school leavers, know what are the duties and qualities of a good project manager?

Also, project management is not a typical career choice. It is usually part of many advanced management courses that are offered at universities and colleges all over the world.  Typically, you would study to become something else. Then by portraying the qualities that would make you fit for an effective and efficient project manager in your industry, often project opportunities would come your way. Before you know it, you would have transformed to become a professional project manager. Read about my journey to project management in my blog: About Project Management Passion.

How important is project management in today’s world?

With one-fifth of the world’s GDP being spent on projects this year clearly business isn’t just about operations anymore. Competitiveness and innovation is what drives projects in this world.

We are part of a dynamic, resourceful and ever evolving world that demands change as part of its survival. And change demands projects and projects demand project managers. So it seems we, the project managers of the world, are pretty important in the scheme of things. Mostly not “life or death” important but still important enough.

Now is the time that it is even more critical to succeed, and succeed with a higher level of certainty than seen before since those projects that will be commissioned in the future, as well as the ones that are allowed to continue in the current climate, will be expected to deliver higher business impact, be under closer scrutiny from senior management and be under far more pressure to succeed.

And guess what, who will be the one that is under the most pressure, the project manager!

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Source: “Getting Project Management ‘Out of the Box'” by Peter Taylor, Author of ‘The Lazy Project Manager’.

About the author: Linky Van Der Merwe is a Project Management Consultant and an IT Project Manager with 15 years IT industry experience and 12 years Project Management experience. She consults with small-medium business owners and service professionals about project management processes and tools, best practices and successful delivery through projects. She can be reached at linky@virtualprojectconsulting.com

Linky

Project Management Closure: Best Practice for Project Learning

The challenges of project learning

Project Management Closure: Best Practice for Project Learning Audio

Stakeholder Management Best Practices Learning from project experience is an essential function that the project manager needs to facilitate during project management closure.

The philosopher George Santayana said, “Those who cannot learn from history are doomed to repeat it.”

This is sometimes referred to as Santayana’s Law of Repetitive Consequences; and is nowhere more evident than in project based work.   The increasing pace of change in the workplace often makes it difficult to learn from experience as processes and personnel are constantly changing.

I have experienced this fast paced phenomenon while doing project management work for a corporate client recently. Following standard best practice in project management closure, I always schedule a proper project closure workshop at the end of projects. For many of my project teams this was their first experience of doing project reviews of any kind. Yet they derived so much value from revisiting the original project goal and objectives, the scope, milestones and deliverables that were achieved. By the time we discussed Lessons Learned, all team members were actively participating.

Project Reviews

I enjoy these project reviews as it confirms a sense of achievement, pride and satisfaction from project completion for all team members. The lessons learned are then logged and archived with other project documentation for future reference. I usually distribute the project close-out reports with the lessons learned to the wider departmental teams in recognition of the project team’s efforts and to make their colleagues aware of their project achievements.

In my opinion, to successfully learn from project experience requires a regular and consistent approach that can be incorporated into any project management methodology.  Here are a few suggestions to help any project team learn from experience:

  1. Establish a venue for sharing lessons-learned: It doesn’t matter whether you call it a post-mortem, a project review, or a project closure workshop, most organizations don’t do them—but they should.
  2. Share what has been learned: Although most organizations don’t bother with a project review, those that do don’t always create an environment that encourages real learning—and even fewer share what was learned.
  3. Don’t make learning the next corporate initiative: It’s natural for organizations to try to formalize the learning process into the next corporate project.  The natural learning process should be encouraged and lessons learned can and should even be part of project progress discussions.

Don’t make learning from projects a one-time activity or something to be done when time permits: Project learning should be ongoing and interactive—with all project team members actively participating.

Every organization has different needs.  Some rely on their project software and methodology to help facilitate the learning process.  I think that’s good, but even organizations that don’t use any specific project management tools need to create an environment where project learning can regularly take place.

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Please click HERE to listen to a recording of this article. If you wish to download a free copy of this audio file, please right click on the link and select “save link as” to save to your desired location.

About the author: Linky Van Der Merwe is a Microsoft Project Management Consultant and an IT Project Manager with 15 years IT industry experience and 12 years Project Management experience. She consults with small-medium business owners and service professionals about project management processes and tools, best practices and successful delivery through projects. She can be reached at linky@virtualprojectconsulting.com
Make Projects Work for You

Linky

Stakeholder Management Best Practice Tools

Essential skills for stakeholder management

Stakeholder Management Best Practice Tools audio

Stakeholder management requires getting commitment from stakeholders as the cornerstone of success in projects.  The needs and concerns of stakeholders define the project plan. As a follow-up from the previous stakeholder management best practices article, I want to share with you a best practice communication tool as an essential skill for stakeholder management.

How to communicate Smart, measureable, attainable, realistic, time-bound

The tool that I have used successfully in projects before, is called “Conditions of Satisfaction” or COS. As soon as the project manager identifies who the key stakeholders are, he needs to have a discussion with the customer(s) to determine what their conditions for satisfaction are. It is necessary to make the COS statements specific, measureable, attainable, realistic/relevant, time bound (SMART).

These conditions are then communicated back to the project team, partners and vendors.  Once the conditions are determined, they must be agreed and summarised in writing for the customer(s).

Once documented, add any agreed-upon actions to meet them, as well as the planned completion dates. Post the COS to the project repository.

Examples of conditions of satisfaction (COS) are:

  • Sponsor expects external consultant to be on-site, during core hours
    • Action: consultant will be on-site between 9am and 4pm and log this on his time-sheet for the duration of the project
  • Sponsor expects skills transfer between specialist and team members who will do roll-out and support
    • Action: put skills transfer actions (workshop & presentations) as activities on project plan to track them before end of planning phase
  • Minimize extra cost
    • Action: Try to reduce travel costs, by developing estimates and travel schedule, by having more tele- and video-conferences during execution phase of the project

Communicate the Conditions (COS) to the entire project team and ensure that everyone on the team knows the COS and has plans for how they will help achieve / exceed the COS in the role they play on the project.

Conditions of Satisfaction

At all project meetings, both internal and with the customer, you need to address progress against the COS and identify plans to address any problems. During project closure, the COS will again be discussed to evaluate whether the customer’s conditions were met by the project.  This stakeholder management communications tool leads to a satisfied customer, a happy customer and ultimately a more successful project.

Stakeholder Engagement

Stakeholder management and engagement is an essential skill that project managers need to develop. A successful project needs to satisfy the triple constraint of time, cost and quality/performance, but it must also meet requirements of functionality, reliability, maintainability, efficiency, integration and operability.

How to determine your success

To determine if the project was successful, you need to assess the following:

  • Did the project provide satisfactory benefit to the users?
  • Measure whether value has been added.
  • Did the project completely meet predefined objectives?

For success the project experience should have been positive and the project will have added value. The project would have satisfied the needs and concerns of the stakeholders, as well as the project team members and would have allowed the team to acquire new skills.

If you know of other stakeholder management skills or tools that you have used successfully in your projects, please share those with us in the comments section.

Please click HERE to listen to a recording of this article. If you wish to download a free copy of this audio file, please right click on the link and select “save link as” to save to your desired location.

About the author: Linky van der Merwe is a former Microsoft Project Management Consultant and an IT Project Manager with 14 years IT industry experience and 11 years Project Management experience.

She consults with small-medium business owners and service professionals about project management and project processes, best practices and successful delivery through projects.  She can be reached at linky@virtualprojectconsulting.com

Make Projects Work For You