Watch this video to learn about 8 key elements of the Scrum Master role.
When you fulfill the important role of Scrum Master on a Scrum Agile team, here are valuable aspects to focus on.
Servant Leader whose focus is on the needs of the team members and those they serve (the customer), with the goal of achieving results in line with the organization’s values, principles, and business objectives.
Facilitator by setting the stage and providing clear boundaries in which the team can collaborate.
Coach coaching the individual with a focus on mindset and behaviour, the team in continuous improvement and the organization in truly collaborating with the Scrum Team.
Manager responsible for managing impediments, eliminating waste, manaing the process, managing the team’s health, managing the boundaries of self-organization, and managing the culture.
Mentor that transfers Agile knowledge and experience to the team.
Teacher to ensure Scrum and other relevant methods are understood and enacted.
Impediment Remover solving blocking issues to the team’s progress taking into account the self-organizing capabilities of the Development Team.
Change Agent to enable a culture in which Scrum Teams can flourish.
For more details on the Scrum Master role to help you gain a better understanding, read the White Paper:
In light of the upcoming PMO Conference in London, UK, in June, I wanted to share some exciting information on PMO awards.
The PMO Global Awards is the PMO Global Alliance’s annual award for the most outstanding Project Management Offices in the world.
It intends to inspire organizations around the world to evolve their Project Management Offices and project management practices to achieve the best results.
Click here to find out more about PMO Global Alliance.
PMSA PMO Award
Locally, the Project Management South Africa or PMSA would like to introduce a PMO category as part of its Exceptional Project Management Awards programme. It will result in local recognition as well as nominations towards the Africa Region leg of the Global PMO Alliance Awards.
This programme will build on the requirements for the Global PMO Alliance Awards which examine the following components:
PMO’s journey
Client service
Best Practices
Innovation
Community
Value generation
The winners will be announced in November at the PMSA National Conference taking place from 14-16 November in Johannesburg, South Africa.
Whether you’re a project manager working in a traditional Project Management environment following a certain methodology to get your projects done, or whether you’re in an Agile approach organisation where both Agile approaches (like Scrum) and traditional approaches are followed or a hybrid of both, this article will be of interest to you. It was written by a fellow Project Management Practitioner and blogger, Kevin Lonergan, who has used Agile and non-Agile approaches for managing projects for two decades and is a career long project management professional.
The article discusses the difference between Agile and project management and why, when using Agile, there are times when they are both required. It also shows why Agile is not a PM framework itself and highlights many of the specific reasons why this is. It discusses the difference between product development methods (e.g. Agile based methods) and project management, and shows examples of why the two are not the same.
The article takes a frank view of the real world of projects in business and what is missing in some implementations of Agile.
“If your organization is not good at project management, you’re putting too much at risk in terms of ultimately delivering on strategy.”
Mark A Langley, President and CEO of PMI
The PMI’s “Pulse of the Profession” is the premiere global survey of project management practitioners which then charts the major trends for project management now and in the future. Based on research across different industries, some important insights came to light.
Watch the video or continue reading below.
#1 The future of value delivery is a spectrum of approaches:
Predictive
Iterative
Incremental
Agile
Hybrid
#2 Project professionals will learn in new ways and broaden their skills like:
Strategic advisor
Big thinker
Innovator
Communicator
Versatile manager
#3 Organisations will rely on their project professionals to take advantage of disruption – not just react to it.
The impact of digital transformation on project work is massive and some things you can do are:
Become a leader and true business partner in your organization
Ask the right questions
Deliver the business benefits of the projects you manage
Soft skills have become critical for project managers even more than 5 years ago and mature organisations who have invested more in their project management talent see strategic value from it.
Current state reveal trends such as:
Only 58% of organisations fully understand the value of project management
Only 41% or organisations with an enterprise-wide PMO report that it’s highly aligned to the organisation’s strategy.
93% of organisations report using standardized project management practices which reduces risk and leads to better outcomes.
72% of PMO leaders feel certification is very relevant for mid-career project managers as it requires ongoing professional development, allowing PM’s to evolve, enhance and grow a variety of skills including technical, leadership and digital skills.
71% or organisations report greater agility over the last 5 years which is helping them to stay competitive
1 in 3 organisations report high benefits realization maturity whereby tangible and intangible benefits should be considered.
According to the Pulse of the Profession there has been an evolution from ‘best practices’ to ‘next practices’ that encompass what is likely to come in future.
Project management often provides the ideal environment in which to harness innovation. A project manager’s skills need to include the ability to encourage and develop creative thinking to achieve results.
Watch this video to find out what will enable innovation through projects.
What will enable innovation?
#1 Listen
Listening creates a safe space and increases trust. In the context of listening we enter in a psychological state where we are more receptive to be creative.
#2 Find your flow
In sport they talk about getting into the zone, where they describe an altered state of consciousness, an increased mental state and even a heightened state of enjoyment.
We need to be in environments that are fun and innovative. Project managers need to enable that through conversation, having fun and giving meaning to work. Let people engage all their senses, because we think with our whole body. We’ll immerse ourselves in a state of productivity that can increase our productivity by up to 60%.
#3 Social sensitivity
Diversity is a core aspect of innovation. It helps to have different perspectives, to care about each other and to have authentic leaders.
#4 Building a community
The work of Peter Block, called Social Fabric, is centered around the need to belong. Building a community gives a sense of connectedness, where collaboration is a choice and people realise that they can create more together than on their own.
#5 Culture of appreciation
Encourage a culture of appreciation. Reward and acknowledge people by their name, give empathy that will increase the feeling of connectedness.
Where projects consist of self-organising teams, project managers need to build resilience in the system to handle the uncertainty. It’s important to remember that you cannot innovate without disruption.
With project management becoming more demanding because of higher expectations from clients, more efficient tools were made to help project managers. One such useful work management solutions, is Wrikewhich was introduced in a detailed software review before as a software that makes a difference. This article will take a closer look at Wrike’s add-on to Gmail.
The Main Functions of Wrike
The whole purpose of Wrike is to make task management easier, these are some of the main ways Wrike can help you:
Monitor Your Tasks
With Wrike, you can easily view all of your tasks, including their respective details. Other than that, you can also edit the tasks. You can change the details or the descriptions, and you can mark them as “done” or “in progress”, as well as add notes to your tasks and attachments.
Create New Tasks
Aside from monitoring and editing your existing tasks, you can also create new ones from your Gmail, and you can use Wrike to make emails as tasks. There is an add-on panel with which you can use to make your new tasks.
Make Wrike Comments
In order to make collaboration between you and your teammates easier, Wrike has a thread specifically for making comments. With the use of your Gmail, you can leave comments for your members and receive them too.
Work Using Different Devices
Since this is a Gmail add-on, you can use it across different devices by accessing your Gmail. Whether you’re using a computer or a smartphone, you’ll be able to use this tool.
Receive Task Notifications
Another way in which Wrike is helpful is through providing notifications whenever there is an update. You will receive notifications if there is a completed task or a change in the details of the project. This allows you to remain up to date on the progress of each of your tasks.
Other Ways Wrike Can Help You
Other than the main functions of Wrike, there are also other creative ways to utilize the CRM system. Here are a few other ways for you to use this tool to your full advantage.
Create Email Templates
This function allows you to create email templates, which are really important as they showcase your company’s branding. With an email template creation option, you can send customers emails that are consistent and those that help hold your brand.
Regulate Your Content Publishing
If you’re handling blogs or other platforms that make use of content, Wrike has a unique workflow publication feature that allows you to monitor and plan when content is published. You’ll also receive notifications when content is published and when they are edited.
Monitor Product Development
All products will go through a product life-cycle upon creation. With Wrike, you can create a product life-cycle and visually represent it with a graph that you can share to the rest of the team.
Create and Manage Subtasks
Aside from creating main tasks, you can also easily create subtasks. Usually, you would have to run through each of your main tasks to see what the subtasks are, however; with Wrike, you can easily access your subtasks and manage their details. You can even turn an existing main task into a subtask.
Create Private Folders
You can create private folders where you restrict the access to certain teams, members, or departments. This is very important if you are passing sensitive data amongst your team members. You can also change the permission settings in the event that any of your team members get transferred or resigned.
Create Tags for Your Folders
This is probably the most useful feature that Wrike offers. With the use of tags, you’ll be able to see the name of your folder at the top of the dashboard. If you want to access a report or file from a particular folder, you can just make a tag. From there, you can just click on the tag and all the information you’re looking for will be made visible.
Conclusion
As the review is showing, Wrike is a highly recommended work management solutions for project management. With its user-friendly interface and its wide array of features, Wrike can be a great additive to your Gmail and your office tools in general. With Wrike, you can track your tasks with utmost efficiency and communicate with your teammates effectively, while making your work easier and more impactful overall.
Let us know in the comments section if you have experience using Wrike or any other similar tools that you would want to recommend.
Scrum is an agile development framework used for managing product development. Like all other agile frameworks, Scrum boasts flexibility, team collaboration and iterative delivery.
This visual guide was developed to help you understand how the Scrum Methodology works. You can even download an A0 size version of the poster and print it to display in your office!
1) Select Scrum Team
One of the most difficult parts when creating a project is figuring out roles and responsibilities. Begin by identifying the roles people will take for the project.
The three roles on a Scrum team are:
a) Product Owner
The Product Owner should be someone with authority, availability and vision. They represent the customer and continuously communicate the priorities and vision to the team.
b) Scrum Master
The Scrum Master acts as a facilitator between the Product Owner and the Development Team. The Scrum Master will also work to remove impediments that may inhibit the Development Team reaching the sprint goal. The person does not, however, provide day-to-day directions or give instructions to the Development Team.
c) Development Team
The Development Team are self-organized and responsible for developing the product.
Do:
Train or orient your team on Scrum and agile development so that they know the roles they are playing once the sprint starts
Don’t:
Force anyone to take on the role of the Scrum Master. This role is important to the entire Scrum process and an unwilling person might not give enough dedication to the project
Top Tip:
Pick a strong Scrum Master. The Scrum Master plays a highly important role in the Scrum process. They ensure that the entire team are focused and have everything they need to get the work done. The Scrum Master is also responsible for removing obstacles that might keep the group from performing optimally or from reaching the deadline. Overall, the Scrum Master determines the success of the whole team.
2) Sprint Planning
Once the roles have been identified, it’s time to start planning the sprint. The whole team decide on a sprint length together, overseen by the Scrum Master. Sprints are typically 2-4 weekly cycles.
The Product Owner creates a product backlog which is essentially a ‘prioritized wish list’. The backlog is owned by the Product Owner, but everyone can add to it. The product backlog contains a list of user stories.
User stories serve as a guide for the team to show why they are working on something. They speak from the end user perspective and can look something like this:
As a
I want
so that
Music lover
uninterrupted music streaming from my device
it doesn’t use up storage space while letting me play music on the go
Music streaming app user
to receive recommendations based upon my current playlists
I can hear new bands that are suited to my taste
The Product Owner presents the highest priority user stories from the product backlog to the Development Team.
The Development Team decide on what they are able complete for the sprint and break user stories into tasks, estimating the effort and transferring them to a sprint backlog.
It is essential that the Scrum Master and Product Owner provide a set of acceptance criteria for each user story. Acceptance criteria is what determines whether the user story is complete. It can also be referred to as the “definition of done”.
The table below shows two user stories with two sets of acceptance criteria.
As a
I want
So that
Acceptance criteria
Music lover
A small-sized streaming app with no adverts
it doesn’t use up storage space and interrupt my listening experience
1. App allows user to stream music without downloading
2. App size is 60MB or under
3. App offers premium subscription with no ads
Music streaming app user
to receive recommendations based upon my current playlists
I can hear new bands that are suited to my taste
1. Radio feature created based upon user’s playlists
2. Daily “Have you heard..” notification to be sent to users
Do:
Work on high priorities first
Break down each user story into small and manageable tasks
Don’t:
Bite off more than you can chew. Make sure that no one in the team is committing to more than what is feasible to do in the set timeframe
Top Tip:
Use INVEST to prioritize your user stories. INVEST stands for: I-independent, N-negotiable, V-valuable, E-estimable, S-small, and T-testable
3) The Daily Standup
To make sure that everyone is in sync, the team must meet every day to discuss what they worked on the previous day, what they will work on today and identify any impediments. To make sure that time is used efficiently, the meeting should be time-boxed into a maximum of 15 minutes. The Scrum Master oversees the meetings and makes sure that the team focuses on the subject at hand.
Do:
Use burndown charts to track your progress. A burndown chart shows you how much work remains in your sprint and whether you are on schedule
Keep the meeting short and concise. Make sure that everyone is speaking straight to the point
Answer questions like: What have I done since the last Scrum meeting? What do I plan to do before the next meeting? What are the issues I need help with?
Don’t:
Bring up topics unrelated to the user stories you’re working on from the backlog
Top Tip:
Don’t cancel a Scrum Meeting, even if you are busy or if the attendance is poor. The Daily Scrum meeting is an essential component to a Scrum project. When you cancel one, it becomes easier to cancel others and this disrupts the team’s focus.
4) Sprint Review
By the end of each sprint, the Development Team should deliver a potentially shippable product increment. In other words, the product increment should be in a useable condition. No incomplete work should be presented during a sprint review.
During a sprint review, the team present what they have accomplished during the sprint. They demonstrate the functionality of the product increment to the Product Owner and customer. The purpose of the sprint review is to get feedback from everyone on the product increment. After the feedback is shared, the next set of product backlog items can be discussed.
Do:
Let everyone provide feedback and suggest new ideas
Make changes to the product backlog when necessary
Don’t:
Use the sprint review as a signoff or user acceptance meeting
Top Tip:
Don’t forget to focus on the end users. Make sure to fully involve them during the sprint review. It may seem difficult collaborating with your customers because of the fear of making changes or hearing criticism, but it is easier to hear everything sooner rather than later.
5) Sprint Retrospective
During a sprint retrospective, the team evaluate the whole sprint. The two main questions that are asked are “what went well?” and “what can be improved in the next sprint?”
Do:
Make a list of what to start, stop, and continue
Don’t:
Point fingers or blame. Try to be constructive instead
Top Tip:
Get creative! Play games and keep people moving. Engage in mentally stimulating activities and help to break down tension
6) Product increment
The product increment is the output of all the product backlog items completed during the sprint (plus any previous sprints). It must be fully functional, in a useable condition and meet the allocated acceptance criteria or definition of done. The Product Owner decides whether to release the product increment.
Interim delivery
During an interim delivery, the product increment is tested by the customer. If the product is incomplete, the Development Team return to the product backlog to prepare for another sprint. This cycle repeats until all user stories are completed to the Product Owner’s satisfaction.
Do:
Remember what was discussed during the sprint retrospective and apply it to the next sprint
Don’t:
Dwell on past mistakes. Move on and learn from whatever went wrong during the previous sprint
Top Tip:
It’s easy to get caught up in preparing for the next sprint, but don’t forget to celebrate achievements and good results from the previous sprint. This gives you some room to breathe and get pumped up for the next cycle
Practice makes perfect! If you are new to Scrum, you might not get everything right at the beginning. Learning takes practice and the more you do, the better you will be at using the technique
Final delivery
Completing a project takes several sprints. Once all the user stories are completed to the Product Owner’s satisfaction, the product is ready for final delivery to the customer.
Professional bodies such as PMI and APM are increasingly recognising the need for informal learning. PMI’s PMP Professional Development Units (PDU) scheme is split 70:30 Professional Development: Giving Back. “Giving Back” encourages social interactions with peers and the sharing of knowledge and skills. APM states that informal learning is a very important part of professional development and provides a list of the kinds of activities that project managers should get involved with.
How we should go about doing informal learning, and how organisations can support project managers in this process is less clear. Here are my four starting steps:
Step 1: Throw out the ‘I need to attend a course’ mentality
Don’t get me wrong – sometimes going on a course is the right thing, but it is not the first stop. ‘Going on a course’ is often an easy option for your line manager and for you. However, it takes much more than attendance on a course to create sustained changes in performance. Being more innovative in thinking about the best ways to grow your skills may result in you identifying you don’t need the course – or – and equally as valuable – ensuring you have considered how the experience on the course results in learning once you’ve complete it.
Step 2: ‘Mash-up’ your learning approaches
You can’t just go to the PMBoK and list off the things you need to know about. It’s not just about what you learn but also how you learn, that matters. For example:
Collaborative activities such as mentoring, workshops and joint problem solving activities support growth of team skills and personality traits such as Emotional Intelligence. They also help form relationships and build better working practices
Reflective activities such as ‘lessons learned’, coaching and personal feedback sessions help us differentiate good strategies from less successful ones. When will this approach work and when should I try something else?
Professional-social activities within your company such as peer-to-peer discussions and forums promote the formation of local communities of practise – expertise and support you can call on when needed.
Professional-social activities in external forums, conferences and social networks broaden the network of expertise you can call upon and provide access to different ways of thinking and new ways of doing things.
Personal learning activities are driven by your needs, interests and curiosity. They can take many forms; reading books and blogs, following twitter feeds and dipping into the plethora of work-related and personal development MOOCs (online courses). Ultimately they fuel our on-going passion to be professional learners.
Step 3: Be social
There’s no better way of reinforcing your learning than sharing it. Consider the socialisation of your learning not as a knowledge-giving process but as a way of testing, growing and connecting your understanding to the knowledge networks of others.
Success Stories Shared
Step 4: Make it personal
If it is as easy as this, why aren’t all organisations doing it already? The real challenge is that this is not something you have done to you. It’s a learning journey that you have to plan and execute yourself. Creating your personal learning environment is more than just responding to immediate needs in the workplace. It’s a way of life, a way of becoming a modern professional learner to meet today’s ever changing challenges.
Personal experience
One of the most successful learning strategies for me has been the gathering and sharing of stories from project and programme managers. Listening to how project managers have dealt with extreme challenges has not only grown my understanding but also inspired me to continue to be fascinated by the field of project management. You will find some Success Stories here.
About the Author: Louise Worsley is a PPPM consultant at PiCubed and a visiting lecturer in project management at The University of Cape Town. She has a Masters in Online and Distance Education. In 2017 she published the book: ‘Stakeholder-led project management, Changing the way we manage projects’.
Please have a look at 10 excellent pointers for new projects managers.
Then share in the comments if you want to add more advice based on your own experience.
On Thursday 8 March 2018 I had the privilege to be a speaker on the international webinar hosted by the APM Women in Project Management Special Interest Group (SIG) to mark the global celebration of International Women’s Day.
Push for Progress
The Theme was ‘Push for Progress’ and I covered the topic: “Strategic integration of social media into project management to make it ‘future’ fit for practice” where I shared research and models from the book with a similar name: “Strategic integration of social media into the project management practice”, as well as from my own experience.
Attendees took away:
International overview of women in project management
A practical social media strategy framework
Use cases for social media on projects as well as benefits and barriers to overcome.
Study findings on smartphone apps for projects
How to raise your personal profile on social media
Push for progress: International perspectives on International Women’s Day webinar, 8 March 2018
from Association for Project Management
The video if you prefer to watch while you listen:
Please let us know in the Comments if you’re using social media on your projects and how?
This is the story of an IT Project Manager, Shaun Oppel, who was responsible for a project to implement an innovative new concept called “Mix & Match” in Retail. It basically meant that customers could buy any 3 products on this promotion and then receive the cheapest product for free. Since the company was the first Retailer to bring this concept to South Africa, it was hugely exciting with high risk and high reward. Above all, it was envisaged that it would give them an edge on competitors.
The project complexity lied in the fact that it required cross-functional teams as well as impacting different systems across IT and Business. In this instance, Marketing was the main stakeholder and owner of the project. It consisted of a National roll-out to approximately 220 stores; of which 100 stores had Pharmacies.
Challenges
A large number of projects were running simultaneously thereby making it very difficult to assign the most senior and best resources available for the duration of the project. This led to resource conflicts and constraints as multiple projects pursued team members with significant expertise of various systems as well as that of the business.
Dedicated resources
Initially a Shared Resource Model was used, but it wasn’t working very efficiently. The Project Manager had to take corrective action by requesting dedicated resources. A recommendation was made to “ring-fence” the project team from BAU support resources so as to circumvent resource constraints. Some business as usual (BAU) work was then outsourced.
Language differences
Since some work was outsourced to India, it created difficulty among team members to understand one another due to different accents. People had trouble understanding what was being said especially due to the fact that the Meetings were being facilitated via conference call. In order to address this issue, a Manager responsible for that Account who was based on-site, would be present on conference calls and would help translate and minute what was being said.
What worked well
Due to the very strategic nature of the project, and it being managed as the highest priority in the overall portfolio, the resources had to be dedicated which helped to create a strong project team.
Good project governance was applied through-out and the mature PM methodology was followed consistently. Risk Management worked well; through keeping a detailed Risk Log and consistently reviewing it. All risks were validated with the respective Systems Managers. Risks categorised as high Impact were raised at Steercom and addressed appropriately.
Members of the Audit Team were assigned to various projects as team members in order to provide steer, guidance, and adherence to standard practices and good governance. The project was well supported by Business and IT from a Steercom and Management perspective. As a strategic project it had a strong Business Case with good ROI and clearly defined Metrics in order to track benefits.
A RACI matrix was produced at the start of the project which ensured that roles and responsibilities clearly defined. It was agreed upon, clarified with resources involved and it remained a living document.
Change Management well executed
The project required a good Change Management strategy and delivery, because of the touch point in Stores. It followed an approach of Train the Trainers. The Trainers had an exam to pass; then they would be allowed to train their own staff and subsequently they would be required to pass the assessment as well. The staff had to be familiar with what the changes were and they had to be enabled to answer any questions posed during the National roll-out.
Testing and Quality Assurance
Key to the successful delivery was to have an experienced Test Manager assigned. The Test Cases were clearly defined, well understood, and well executed. There were separate Development, Test and Production Environments which were refreshed quarterly so as to ensure Data Alignment.
Handover to Operations
After implementation a 6-week period was allowed for handover to the support function. The longer period helps to build up history of typical issues and how to address them.
Key learnings
Governance: One team member cannot make decisions without the others. Apply good governance and facilitate regular Steercoms whilst encouraging and ensuring good attendance. It helps significantly to keep and maintain the focus.
Stakeholder Management: Have consideration for all stakeholders that are impacted by the project. The RACI matrix produced and the exercise of work shopping the details thereof was key in getting people to understand what was expected of them. Regular communications to all business stakeholders, eliminated “corridor talk” and the scenario of “broken telephone” syndrome as people were informed about the progress and the go live details. It’s important to keep Management (Business and IT) on the same page; as it takes much more effort and time to get everyone re- aligned.
Team management and performance: Alignment with the whole Project Team around all Deliverables, Milestones and dependencies is very important and will ensure that team members are kept accountable. A Project Manager needs to escalate if a person is struggling or not performing and also let the Systems Managers understand this. Don’t hesitate to request and obtain help from Leadership to support the team if and when required.
Emotional Intelligence: Give greater attention to Emotional Intelligence (EQ). Make time to understand the people, what makes them tick and work with each person as an individual. Appreciate the culture, the dynamics at play and how to get the very best out of them.
Team motivation: Keep team members as motivated as possible. It will uplift their spirits and the team as a whole if you bring a positive attitude to meetings. Don’t bash individuals but rather see what can be done at all times to lend a hand and how best to move forward and resolve the issue being encountered. Ask if there are obstructions that would prevent them to deliver. As a Project Manager stay positive, remain optimistic and keep a similar approach of having a good attitude. Do take the time as a Team to celebrate successes and major milestones on the project. It motivates the team and makes them look forward to meetings.
Have regular conversations and verbalise frequently with regards to yourself as the Project Manager being approachable. Let team members know that they won’t be in trouble if they fall behind. Keep supporting the team members to be better at what they do. Encourage your team to have conversations with one another; don’t wait for meetings to raise problems. Be pro-active. The PM is there to help, support, but you don’t want to micro-manage the team.
Cost management: Build in Budget contingency for example, you have to make provision for Exchange Rate fluctuations. It can blow the Budget if you don’t mitigate the risk.
Over time and with experience, a Project Manager will rely more and more on soft skills like leadership and emotional Intelligence (EQ); as in the end, that is what helps to be successful at project delivery.
Shaun Oppel has been in Project Management for more than 20 years. He started his career in Project Management at an Internet Service Provider (ISP), and continued to build skills in Project Management at different Blue-chip Companies. He’s Education includes an Electrical Engineering Degree, a Master in Science (MSc) Degree, an MBA Degree, a PMP Certified and Prince II Certificate.
We use cookies to optimize our website and our service.
Functional
Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes.The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
“If your organization is not good at project management, you’re putting too much at risk in terms of ultimately delivering on strategy.”
