by Dharam CW2 | May 19, 2023 | General
Emotional intelligence in the workplace is becoming increasingly important for leaders and project managers as remote work became more prevalent due to the pandemic. Success in project management and managing cross-functional remote teams is only possible with emotional intelligence.
Capterra Survey
According to a Capterra survey, emotionally intelligent project managers (PMs) are approximately 11% more successful at managing processes, engaging stakeholders, avoiding scope creep, and efficiently using resources than PMs who lack this skill.
Emotional Intelligence
What is Emotional Intelligence?
Emotional intelligence refers to our ability to recognize, control, and communicate emotions. People with high emotional intelligence understand how they feel, what their feelings imply, and how their feelings affect others. In interpersonal situations, it is also the ability to empathize with others. Emotional intelligence is about creating a positive work environment, which is critical to the success of any project.
As Per LiquidPlanner Study
According to a LiquidPlanner study, most project managers commit approximately 10% of their time to people-related activities. Top project managers dedicate 70% of their time to these activities. As a result, we can conclude that emotional intelligence is crucial for project success.
Importance of Emotional Intelligence for Project Managers
Importance of Emotional Intelligence for Project Managers
- Emotional intelligence is essential for leading cohesive, high-performing teams.
- According to researchers and behavioral scientists, Emotional intelligence impacts how leaders communicate with their teams and how team members interact.
- Emotionally intelligent leaders and managers understand how to control their emotions and behavior at work, which includes providing safe environments for exchanging ideas and feedback, productive teamwork and performance, good morale, employee engagement, and job satisfaction. They manage workplace stress and conflict with care and educate their team members to do the same.
Characteristics of Emotional Intelligence
What can project managers do to help themselves develop and become more aware? First, let’s examine five abilities for raising emotional intelligence:
- Self-Awareness – The ability to sense, identify, and comprehend emotions is self-awareness. Unfortunately, many of us were taught to ignore our emotions in the past. However, it is critical to be aware of your feelings to make appropriate decisions and act accordingly. Those with high self-awareness are self-assured, authentic, open to feedback, and capable of maintaining perspective throughout all project phases.
Characteristics of Emotional Intelligence
- Self-Management – Self-management is the ability to reason well while understanding feelings. Many frequently react based on their frame of reference rather than selecting a response based on their current unique circumstances. Self-managers are deliberate in decision-making, taking the initiative, framing events appropriately, maintaining perspective, and responding quickly. They understand their feelings and why they have them and effectively manage their responses.
- Self-Motivation – Self-motivation is the ability to channel the power of your emotions toward a specific goal. When project teams have a purpose, these ‘P’s follow peace, passion, power, perspective, and potential leverage. Self-motivators who are influential are optimistic and have a positive attitude. They can delay gratification and assert themselves.
- Interpersonal Management – The capability to identify and respond properly to the emotions of others is referred to as interpersonal management. If you can connect with people and acknowledge their humanity, they will answer openly, leading to common trust.
- Leadership – An emotionally intelligent project manager inspires guides, challenges, and supports the team. Leadership is defined as the ability to create and communicate vision and passion for assisting individuals and organizations in reaching their full potential.
Tips for improving Emotional Intelligence
Tips for improving Emotional Intelligence
- Reflect internally – To become more emotionally aware, one must first understand their emotions and then regulate them in stressful situations. Next, they have to figure out what motivates them. Finally, authenticity is necessary to develop emotional intelligence by leading a successful project team and establishing meaningful relationships with stakeholders.
- Know the project team – Project managers are usually aware of the people they must contact when working on a project. However, understanding the project team, from team dynamics to personalities to dealing with conflict and stress, is just as important. To improve emotional intelligence, one must first get to know their team, communicate with them, and understand their emotions. It will also help the success of their project. This job becomes even more important for teams that operate in multiple locations and are diverse.
- Self-evolve – Along with other important leadership talents, project managers should work to improve their emotional intelligence regularly. Conditions surrounding a project frequently change; its scope may shift, the number of stakeholders may increase, and projects may eventually end.Every project is distinct, and no project manager can complete a project independently. Therefore, it is advantageous for project managers to consider what they learn during and after a project. For example, consider how a project team operated, what they witnessed during critical times with stakeholders, and their team’s performance.
- Employ interpersonal skills everywhere – Emotional intelligence can be helpful in almost any project management situation. For example, people may feel compelled to sign off on a strategy to minimize delays while managing scope changes or project risk. Following the resolution of such issues, an emotionally intelligent project manager would pursue people because they notice that this could lead to more severe problems in the future.
ABCD Trust model
ABCD Trust model
Better relationships will result in better outcomes. That is why developing trusted connections is critical to the success of your organization. When individuals trust one another, they may work efficiently together.
It is well known that low trust harms morale, productivity, and turnover. To prevent these traps, Ken Blanchard created the ABCD Trust Model to help executives understand the activities that affect creating trustworthy relationships.
Blanchard suggests four critical aspects for leaders to develop trust with people: Able, Believable, Connected, and Dependable.
- Able – The term able refers to the ability to demonstrate competence. Leaders demonstrate competence by possessing the necessary skills, education, credentials, and experience. They also exhibit their capacity to lead by accomplishing achievements. Able leaders can encourage people and collaborate with them to achieve goals.
- Believable – Being credible entails operating with honesty. Believable leaders adhere to a set of core beliefs. They know what they stand for and will not compromise their principles under pressure. Being credible also means maintaining promises and not lying or stretching the truth.
- Connected – Connected shows concern and care for others. This aspect fosters trust and contributes to a more engaged workplace atmosphere. Being linked entails attending to people’s needs and promoting their well-being. Leaders also build relationships by giving information not only about the organization but also about themselves. Employees are significantly more likely to provide their best effort when they feel linked to leaders.
- Dependable – Dependable means showing consistency and following through. It entails holding oneself and others accountable for commitments. A trustworthy leader will accept responsibility for their acts and help their followers face adversity.
7MTF Components
7MTF Components
The 7MTF model is composed of seven components. We all have all 7 in our personalities; as adults, 2 to 4 will be strong, some will be weak, and others will be ordinary. This mix of elements is one of the most significant variables in deciding our temperament – our emotional predisposition.
- The R – Regulator (formerly known as the Normal) – A person with a ‘strong R’ has a strong need for Order. They will be mature, responsible, calm, and emotionless. You may hear the words ‘should,’ ‘ought,’ and ‘logical’ in their language. They have high expectations of themselves and others, including those with whom they live and work.
- The G – GoGetter (formerly known as the Hustler) – A person with a ‘strong G’ has a strong desire for material success. This individual entails enjoying money and the things it can purchase. The G is quick, opportunistic, intelligent, enterprising, and charming. They are short-term in nature, expecting results immediately or very soon. Promising a G a large monetary reward next year is unlikely to pique their attention.
- The S – Socialiser (formerly known as the Mover) – The ‘strong S’ personality has a great need to communicate. This aspect implies talking about people, fun, events, what you did over the weekend, or anything related to life. Hence, their straightforward, friendly, and frequent grin immediately.
- The D – Doublechecker – The ‘strong D’ is characterized by a desire to look after others and ensure everyone is safe. When you encounter a strong D, expect someone obedient, loyal, and concerned with doing the right thing. One of their greatest assets is their ability to anticipate difficulties and hazards.
- The A – Artist – A person with a ‘strong A’ desires to create. “I want to be different,” is what they would say. These hardworking individuals are conscientious and do not wish to offend anyone. Seek for anything unusual about their attire, such as innovative earrings, cufflinks, a six-button jacket, or an all-black ensemble!
- The P – Politician – A solid handshake and direct eye contact indicate that the ‘strong P’ is determined to win. This person has a determination and strength that others may find challenging. The spoken word is the strong P’s stock in trade – look for status markers like the huge Mercedes in metallic blue.
- The E – Engineer – A person with a ‘strong E’ personality is driven to accomplish undertakings. The strong E has traits such as process, detail, and procedure. This individual can form a strategy and make it happen as soon as they see anything. The E is concerned with completion. So, unless you can assist, you should avoid getting in the way!
Wisdom – strive for mental stability and individual resilience – 10 Competencies
Wikipedia defines wisdom as the “ability to contemplate and act using knowledge, experience, understanding, common sense, and insight.” Psychologists have created a list of ten competencies that are typical therapies in their field and are referred to as wisdom. Self-awareness, self-control, and empathy are the three components of emotional intelligence (EI). Although the fourth component of EI is not formally mentioned among the ten competencies, social influence or influencing others may be considered a result of being highly effective in the other areas.
Ten Components of Emotional Intelligence
- Ability to change perspectives – In a bipolar environment, it is possible to remain trapped in one thought and dislike the other viewpoint with strong emotions, which may lead to violence. The ability to look for and identify more points of view implies a shift in viewpoint. Some of the therapies used to treat mental illnesses can help with this. Examples include role-playing, acting, visiting people in various countries, learning about diverse cultures, and brainstorming.
- Empathy is the ability to connect – Understanding people’s intentions, current state of mind, emotions, and mindsets is necessary for being heard, establishing trust, and influencing others. In addition, active listening techniques may help you focus outside yourself and view others as humans who vary from ourselves.
- Awareness & acceptance of own emotions (self-awareness) – Self-awareness leads to increased self-confidence and sincerity. It refers to mindfulness, or being aware of one’s feelings, and is required for self-control and emotional balance.
- Emotional balance, serenity (self-control) – Patience, serenity, and avoiding knee-jerk reactions make you more popular and respected and contribute to mental tranquility. Having a mentor can help you develop and fine-tune this skill.
- Knowledge about facts (know what, assimilation) and about problem-solving (know-how, accommodation) – Wisdom includes knowledge; therefore, it has two components.
- On the one hand, we have factual knowledge about a topic; on the other, we may be specialists in a (typically technical) area. This heuristic knowledge and assimilation are how we apply established systems to circumstances.
- On the other hand, when we encounter new situations or topics, we use accommodation to apply our problem-solving skills. We employ our epistemic intelligence and heuristics to do this.
- Contextualism (consider the situation, timeline, and social relevance) – Even though we have theories and may find similarities in new scenarios, each situation is unique and depends on the circumstances, the context in which the problem develops, and the societal importance. This capacity is achieved via awareness and avoiding picking a solution that works in another context without first examining the present dependencies of the situation.
- Relativism for values, tolerance for pluralism, diversity (which is hard if you are part of the same belief systems for most of your life, like nations and churches) – There are many truths (this is known as non-monism), and yours is only one of them. Others have the right to their realities, which are based on the cultures in which they live, their beliefs and experiences, and the facts to which they have access. Value relativism allows one to accept and appreciate the values of others.
- Orientation towards sustainability, willpower, and delay instant gratification (perspective of linear and circular time flow) – We can pursue long-term goals and make decisions with both short and long-term consequences in mind.
- Uncertainty tolerance, ability to strategize (imaging solutions for scenarios) – Accept that life is unpredictable and swim through it like a river, adapting to currents and waves as they come.
- Self-distance, humility – Do not believe you are the center of the universe, which will remain when you die. Avoid being a taker rather than a giver by avoiding jealousy, bragging, pride, and greed.
Final Thoughts
For today’s project managers, emotional intelligence is a critical concept. Many companies are looking for project managers with strong technical and soft skills. Emotional intelligence is crucial in project management because it enables project managers to improve communication and collaboration in the workplace. It is essential to mention that emotional intelligence can be imparted and nurtured. This aspect implies that as a project manager, one can better oneself by controlling feelings and emotions and developing positive behaviors to influence others at work. One will make better decisions about other people’s emotions, strengths, and weaknesses once they have recognized their thoughts.
Feel free to check out my discussion on this topic with Thomas Walenta in YouTube
For any questions related to your Project Management career, training, and certifications, you can book an obligation free 15 minutes session with me by visiting http://talktodharam.com/
You can subscribe to the vCare Project Management YouTube Channel to catch future videos of our Q&A series and certification success stories: https://bit.ly/2YF0wJl
You can subscribe to and follow my podcasts and interviews with Project Management Experts on YouTube at https://bit.ly/2NDY8wd
by DharamCW | May 7, 2023 | General
The project management office (PMO) is increasingly evolving from an administrative role to one that is strategic and more closely connected with business drivers. As a result, the PMO plays an important role in generating corporate value as the pace of business rises along with the expectation of faster returns on investment.
Traditional administrative PMOs fall short of meeting this need. Therefore, a mindset change and a reinvented project delivery capability that is both commercially astute and agile are required. Furthermore, such a PMO must comprehend and implement the plan.
In this article, we’ll look at the factors driving the shift to strategic project management offices (SPMO), also known as Enterprise PMO or EPMO, the essential features of a value-adding PMO, and game changer ideas to help you alter your PMO and improve its profile in your business.
What is Strategic PMO (SPMO)?
Strategic PMO (SPMO)
A Strategic PMO is a project-centric business department that should be structured and managed like other business departments – with enterprise leadership setting goals and objectives that assist the organization in thriving. The demands of individual organizations will lead to variations in what it means in specific terms. Still, we can expect a focus on the following areas:
- Portfolio management – Generation of ideas, selection, execution, and realization of benefits. Portfolio Management is a huge area, and organizations will adapt to it as it becomes increasingly crucial.
- Financial management – The PMO, closely linked to portfolio management, must be accountable for ensuring that project investments are acceptable and fit with business goals. The PMO must also guarantee competent budget management during project execution. Furthermore, the PMO should be held accountable for monitoring and tracking the benefit realization tasks of the business units.
- Enterprise-wide project-related processes and approaches Strategic risk management (i.e., managing the portfolio’s organizational risk exposure, proactive risk selection to match organizational tolerance, and so on), integration of finance and benefits, consistent quality standards, and so on.
Focus areas of Strategic PMO
- Proactive resource management – Capacity and capability planning, skills inventory management, and so on – ensuring that the project execution functions have the appropriate people with the right skills at the right time.
- Strategic partner – This borders on cultural change, creating the PMO as an independent and impartial consultant to the organization on project execution. PMOs, like IT, must demonstrate that they are business leaders supporting the organization’s work rather than a tactical execution-only function.
Different levels of PMO strategic alignment
Within an organization, a PMO can function at three stages of ‘Strategic’ maturity:
Different levels of PMO strategic alignment
- Strategy Creation – Strategy Creation entails assisting organizations in determining which strategic options to pursue (and then translating them into projects – Strategy Delivery – and managing their success – Strategy Management). It is unusual for a PMO to achieve this level of trust and influence inside an organization. Still, it is the (possible) future for the enterprise PMO that is effectively embedded within an organization and fortunate with the right sponsorship.
- Strategy Delivery – Strategy Delivery is the process through which the PMO turns important strategy objectives into new projects to be added to the portfolio (and perhaps to remove some from the portfolio if such objectives have changed). The ‘Strategy Supervision’ capability backs up this ‘Strategy Delivery’ capability. The PMO may also take direct responsibility for the execution of large and complex programs (or projects) that are specifically critical to a key strategic effort, such as relocation activities.
- Strategy Supervision – Strategy Supervision of strategic intents through project ownership, each of which should directly or indirectly link to a strategic intention of the overall organization. ‘Strategy Supervision’ is where the PMO acts as the Executive’s governing and advisory body by:
- Validating that all projects undertaken correspond to one or more strategic initiatives.
- Monitoring the current and right alignment of projects and strategy.
- Making stall-and-kill recommendations for initiatives no longer correspond with current corporate strategic thinking.
Five Steps to Creating the Strategic Enterprise Project Management Office (SPMO)
Today’s organizations recognize that fewer and fewer initiatives are self-contained inside individual departments and increasingly straddle multiple business functions. Project management offices (PMOs) have traditionally been connected with IT, partly due to technology’s role in all projects. However, with technology increasingly transitioning to contribute to those business transformation initiatives, keeping the PMO as an IT role is ineffective.
The appropriate response to this trend is a single, enterprise-wide EPMO. Many firms using EPMOs, however, fail to perceive an increase in project execution speed. In addition, here are the five key steps to achieving long-term EPMO success:
Five Steps to Creating SPMO
- Define the company’s goal.
- Create appropriate leadership and accountability structures.
- Communicate the purpose, responsibilities, and alignment.
- Respond to measurements and outcomes.
- Create a road map for actual evolution into a business function.
The Rise of the Strategic PMO
The strategic PMO may play a crucial role as a custodian and evangelist for business benefits realization, giving important information to the Executive on which projects deliver value across the organization. In addition, the insights provided by the SPMO may help with crucial decisions like which initiatives to fund, which projects to kill, or re-prioritizing or re-balancing work portfolios to reflect changing business or market conditions.
Not all PMOs must be strategic in character. For example, a PMO embedded within a project or program might focus on the project’s day-to-day resource management and administrative needs. However, the decision to start the project should have been taken at a strategic level. From the start, the project-level PMO should have been aligned with the Strategic PMO’s reporting and governance structure. The SPMO should be able to make micro and macro business choices based on accurate and timely project data flow up into the program and, eventually, portfolio level.
The Strategic PMO plays a key role in championing and driving business value for the organization and being an effective change enabler. Here are the five major game changers that will propel the PMO and project organization to the next level.
5 Major game changers that will propel the PMO and project organization to the next level
- Demonstrating Project Leadership and Vision
- The Importance of Realistic Planning
- A Culture of Disciplined Execution
- Effective Stakeholder and Change Management
- Creating a “Value Lens” for Managing Enterprise Investment
The strategic project management office is critical to increasing project maturity and optimizing the organization’s business return on project investment. People, processes, data, and technologies must all be prioritized to achieve this objective. Project management is a multifaceted endeavor that is both an art and a science.
Leveraging the future of PMO to drive new strategic opportunities
In recent years, businesses have been subjected to a slew of external forces, the most significant of which has been Covid-19. These disruptors have caused firms to adapt, whether to work around obstacles, shift to new working methods, or adapt to Industry 4.0. All of these variables influence organizational complexity, both strategically and operationally. Businesses must not only respond proactively to all of this complexity; they must also prosper while operating in a resource-constrained environment. As a result, today, more than ever, the PMO’s ability to efficiently deliver projects and transform organizations of all kinds and across many locations is critical to achieving their goals.
Projects must be completed at scale to create transformation for a company effectively. A McKinsey & Company study of over 5000 large-scale projects discovered that 56% generated less value than planned, 45% went over budget, and 17% were so disastrous that the organization’s survival was threatened. This study highlights the need to make adequate efforts to select PMOs who can adapt to the future of work.
Historically, PMOs have been viewed as lacking a clear identity or purpose within an organization; however, the future-state PMO is an enabler of business value creation, collaborating with business leaders to provide a clear and achievable roadmap while making the best use of the organization’s limited resources.
3 Aspects that PMOs must embrace
PMOs must also adjust to the new normal and growing business demands. The three areas described below represent the fundamental features that PMOs of the present and future must embrace to manage change effectively.
- Technology & Automation
Because Covid-19 has accelerated the way we utilize technology in our daily work, technology is expected to be front and center, enabling PMOs to deliver more successfully. To effectively adapt to new methods of working and build a “single source of truth,” advanced technologies and cloud-based solutions will be required. This technology jump is critical for borderless operations in which progress and transparent communication must be readily available and updated in real-time to allow for swift decision-making.
In the future world, both artificial intelligence and machine learning will be important facilitators of automating PMO procedures, delivering superior insights, and allowing teams to spend less time on manual transactional processing and more time generating value for projects. For example, project planning is often based on data collection, industry benchmarking, and using the experience of project managers. However, according to PMI – AI Innovators, there is still a significant inefficiency in project management, with around 1/3 of traditional project management activities requiring one or more days of manually collating reports. Using IoT and big data to automate various tedious processes allows the PMO to create more realistic and effective timetables and spot potential disruptors.
However, it is unlikely that technology will completely replace project managers, with the PMI forecasting that businesses will require over 88 million project managers by 2027. As a result, PMs will be expected to improve their competencies and fully utilize the available technologies.
PMOs will be required to lead by example in their automation projects, advocating new methods of working with their collaborative organization in the future. As a result, the paradigm of efficiently providing workstreams may evolve, driving firms to become more digital.
- Agility
With an increased level of complexity for transformation and multiple stakeholders to handle, projects may need to adapt and pivot in other ways than originally planned. Changes in priorities (39%) and objectives (37%) and the inability to adapt are the two leading reasons for project failure, according to PMI.
As a result, PMOs that can be responsive to change needs continually are critical to fulfilling project milestones, which might mean the difference between being an industry leader or a laggard. An agile PMO’s guiding principles are as follows:
- Decentralization of planning and decision-making
- Agile resource allocation and reallocation
- Workflows that are effective for continuous project advancement
An agile PMO may demonstrate agility by altering priorities and reallocating resources to achieve new objectives while transitioning seamlessly from reorganization to continuous delivery. Furthermore, decisions are decentralized, allowing faster response rates for recognizing and reducing hazards. Finally, communication is critical, with fewer layers of approval, and output is assessed by how much work can be done in a particular sprint.
However, merely establishing an agile PMO will only solve some difficulties; 47% of agile projects are late, have budget overruns, or result in dissatisfied consumers. A cultural revolution is required to fully realize agile’s potential, beginning with the leadership team and spreading across the firm.
As a result, the PMO cannot only act as an intermediary but also as a business partner, working alongside the leadership team and the rest of the organization. Team members must be self-sufficient, accountable, and have complete insight into project progress and data.
- Strategy
The PMO’s role must evolve from a team offering mere assurance to becoming a strategic partner with a vested interest in aligning with the organization’s ability to carry out its plan. As a result, the team is expected to have stronger strategic oversight of all work streams to deliver value throughout the project.
PMOs will be required to go beyond task completion and monitoring to include:
- Portfolio planning entails generating ideas for the activities required to capitalize on the opportunity.
- Project prioritizing entails determining the most effective timeframe and budgeting by the company’s demands.
- Capacity planning entails assigning the appropriate skills and resources to each work team.
- Resilience planning entails anticipating future obstacles and reducing interruptions.
- The strategic partnership is a cultural transformation in management and the PMO. The PMO is viewed as a business leader and adviser with a stake in the organization’s goals.
The key to success is consistent stakeholder engagement, with the PMO and business leaders holding frequent strategic discussions to monitor and coordinate company strategy and broad strategic objectives. This consistency will build a collaborative strategic management process and a fluid communication channel to adjust quickly and efficiently.
The future PMO will be more strategic and intricate in character than conventional models, emphasizing driving decision-making, execution, and outcomes while becoming more decentralized to interact with each workstream to achieve one common goal efficiently. Finally, PMOs will be more crucial than ever in addressing the complexities that organizations are now confronting. An effective transformation will need PMOs to serve as the organization’s voice and face.
Strategic project management office’s role in strategy execution
Strategic project management office’s role in strategy execution
Identifying, implementing, and managing strategic initiatives is critical to strategy execution. The strategies are implemented by creating strategic initiatives to support strategic objectives and fill gaps in strategic measures, and the value gap is bridged. Only projects that are connected with the strategic goal should be accepted.
When defining strategic initiatives/projects, the sequence of initiative execution is crucial since all related strategic initiatives must finish and provide value. The strategic initiatives cover almost all departments and corporate shared services. As governance becomes more important in project management, portfolios and programs are defined.
- Strategic initiatives are linked to similar programs and project execution.
- The projects will be managed by program managers, project managers, and another project team.
- Connecting programs and projects creates portfolios for portfolio managers and other project governance teams.
- Project, program, and portfolio definition is an iterative process reviewed multiple times to ensure interconnectivity and value generation.
Portfolio, program, and project management are critical components of strategy execution. Hence, everything is referred to as a Strategic Project Management Office (SPMO) or Enterprise Project Management Office (EPMO).
Final Thoughts
Organizations can only thrive in a highly competitive world if they innovate. Such innovation must occur at all levels of the organization, including goods, services, business processes, and business models.
The PMO has the authority to execute the innovation at all levels. Good project management regulates and fosters innovation through projects—customer satisfaction and profit growth when consistent outcomes are predictable. Project and program management practices establish the foundation for dependable plan execution. The efficacy of the organization’s initiatives and programs will influence corporate success when such practices are implemented throughout the organization.
The project management office (PMO) is a key change management component, working with other organizational structures, such as functional units, to improve project management competencies. However, in today’s competitive environment, businesses must rely on more than just solid strategies to secure success.
To succeed, managers must build organizations capable of attaining their strategic objectives faster than their competitors. This initiative involves the creation of organizations capable of performing today’s tasks more effectively while anticipating future disruptions. Successful execution of creative and strategic concepts leads to innovation. Competitive advantage is as much about execution as it is about strategy.
Feel free to check out my discussion on this topic with Justin Buckwalter in YouTube
For any questions related to your Project Management career, training, and certifications, you can book an obligation free 15 minutes session with me by visiting http://talktodharam.com/
You can subscribe to the vCare Project Management YouTube Channel to catch future videos of our Q&A series and certification success stories: https://bit.ly/2YF0wJl
You can subscribe to and follow my podcasts and interviews with Project Management Experts on YouTube at https://bit.ly/2NDY8wd
Recent Comments