PRACTICAL PROJECT MANAGEMENT - ASQ-1302 · PRACTICAL PROJECT MANAGEMENT . PMI Leading PM...

PRACTICAL PROJECT MANAGEMENT

Using the Best & Leaving the Rest

Presenter: Rodney Verhoeff, M.S. / PMP®

Management Consultant with:

Roan Associates Consulting

Nebraska ASQ Section – Summer Series

© R

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June 21st, 2012 * 7:00 pm

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PRACTICAL PROJECT MANAGEMENT HUMOR OR PAINFUL TRUTH?

© Roan Associates 2012

http://www.psgnovelties.com/images/funny dilbert17.gif

3

PRACTICAL PROJECT MANAGEMENT DUALITY OF PM

Project Management is a Science AND an Art


http://www.psgnovelties.com/images/funny dilbert17.gif

On scale of 1 (low) to 3 (high), how would you rate your experience and knowledge of PM?

1 2 3 low high

PRACTICAL PROJECT MANAGEMENT MEET & GREET

Project Management Experience

4


Unique purpose with well-defined goals & objectives.

Time limits - scheduled start and calculated end date (temporary in nature).

Carefully designed set of activities with defined specifications (progressive elaboration).

Requires various resources.

Involves more than one person.

Involves uncertainty & risk.

Has a primary sponsor and customer. 5

PRACTICAL PROJECT MANAGEMENT FUNDAMENTALS

PMBOK® 4th Edition

What is a Project? Characteristics


Projects are not neat and clean…

6


Messy

Change Often

Unique

Undefined

Conflicts

In Competition


Project Diagram – Showing Interconnections

7


TASK A: Someone

else’s project

TASK B External project

TASK D

TASK C: Someone

else’s project

PROJECT


What is Project Management?

8


“…the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”

PMI - A Guide to the Project Management Body of Knowledge, 4th Edition.



Why is Project Management Important

– or is it?

9


Lessons Learned: Define your project scope, clearly determine specifications, and involve all stakeholders from the onset. Learn the how to control scope creep by establishing and utilizing change management.

Horror Story #1

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PRACTICAL PROJECT MANAGEMENT HORROR STORIES

In 1997, Electronic Data Systems started work on a Canadian national firearm registration system. Originally wanted small IT project that would cost taxpayers only $2 million --

$119 million for implementation which was to be offset by $117 million in licensing fees. Pressure from special interest groups resulted in >1,000 change orders in

just the first two. By 2001, the costs had ballooned to $688 million. By 2004, the program cost > $1 billion while generating revenue of only $140

million, giving rise to its nickname: “The billion-dollar boondoggle.”


Lessons Learned: It is important to address problems as soon as they appear. With proper planning, project managers can handle problems as they arise, thus avoiding project failure.

Horror Story #2

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PRACTICAL PROJECT MANAGEMENT HORROR STORIES

The British supermarket giant Sainsbury's wanted to install an automated barcode fulfillment system in its distribution center in Essex. The new barcode-based fulfillment system would increase efficiency

and streamline operations. The system was installed in but had "horrendous" barcode-reading

errors that were not addressed. Regardless, in 2005 the company claimed the system was operating as

intended. Two years later, the entire project was scrapped and Sainsbury's

wrote off $265 million in IT costs.


Can’t Create or Stop Time

12

PRACTICAL PROJECT MANAGEMENT TIME


Multi-Tasking - Efficiency

13

PRACTICAL PROJECT MANAGEMENT MULTI-TASKING

40% more time than single tasking

http://www.psychologytoday.com/blog/the-power-prime/201103/technology-myth-multitasking


...Or You Can Find Ways to Be More Efficient & Effective

14

PRACTICAL PROJECT MANAGEMENT EFFICIENCY & EFFECTIVENESS

PROJECT MANAGEMENT is one way © Roan Associates 2012

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PRACTICAL PROJECT MANAGEMENT TENDENCY

Brainstorm Initiate Plan Implement Close

PROJECT LIFECYCLE


Importance of Project Management

Helps to identify & clarify requirements

Establishes clear & achievable objectives

Balances cost, time, scope, and quality

Consistent approaches that are process-based

Ability to respond to changes

Plan & manage for uncertainty or ‘risk’

Coordinates & organizes resources

Meet customer’s needs and expectations

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PRACTICAL PROJECT MANAGEMENT IMPORTANCE


Personal Time Management Formalize Although you may pride yourself on

keeping everything in the old noggin – ‘Mack Truck Syndrome.’ Check It Off How good does it feel to check

something off? GOOD ! So, make a list of tasks and check them off as you finish up. Prioritize There are many things to do, but is

checking email for two hours really the top priority? Individual Responsibility!

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PRACTICAL PROJECT MANAGEMENT TIME MANAGEMENT


Project Management (PM)

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PRACTICAL PROJECT MANAGEMENT BALANCE

It is really about getting things done efficiently and correctly – that’s it.


The IMPORTANT Q’s to Ask in the Beginning:

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PRACTICAL PROJECT MANAGEMENT QUESTIONS TO ASK

Source: http://herdingcats.typepad.com/my_weblog/project_management/

1. Where are we going? 2. How do we get there? 3. Do we have enough time, money, and resources to

get there? 4. What roadblocks might we encounter along the

way? 5. How do we know we are making progress? 6. How will we know we are finished?


Practicality & Usefulness in PM

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PRACTICAL PROJECT MANAGEMENT PRACTICAL PM


Project Management Tools, Techniques, & Methodologies

PM tools, techniques, and methodologies should help you do your job better, but should not become your job. They are a means to an end.

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PRACTICAL PROJECT MANAGEMENT PM TOOLS & TECHNIQUES


Project Management Systems

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Your PM System is shaped by a variety of factors. Project Management should help you do your job

better, not become a burden.

PM Systems are not just defined by the software, but consist of a variety of tools and techniques.

Do NOT let the software “tool” drive the system.

PRACTICAL PROJECT MANAGEMENT PROJECT MANAGEMENT SYSTEMS


What does your PM system look like?

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PRACTICAL PROJECT MANAGEMENT PROJECT MANAGEMENT SYSTEMS


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PRACTICAL PROJECT MANAGEMENT ENTERPRISE ENVIRONMENTAL FACTORS

What are Enterprise Environmental Factors? Internal and external factors that can influence a project’s success. They can enhance or constrain a project with a positive or negative influence on the outcome. Many are considered inputs to planning processes. They include:

Organizational structure, culture, and processes.

Standards.

Infrastructure.

Human resources.

Marketplace conditions.

Political climate.

PM Information System – software, set of processes, etc. PMBOK® 4th Edition


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Chief Executive

Functional Manager Functional Manager Functional Manager

Staff

Staff

Staff

Staff

Staff

Staff

Each employee has one clear superior. Staff grouped by specialty.

FUNCTIONAL ORGANIZATION Project Coordination

Influence of Organizational Structure



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Project team members often co-located. PM’s have a lot of authority and independence.

PROJECTIZED ORGANIZATION Project Coordination

Influence of Organizational Structure

Chief Executive

Project Manager Project Manager Project Manager

Staff

Staff

Staff

Staff

Staff

Staff



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Most professions have certain formal & informal standards

Influence of Your Profession



28

Plan Analyze

Design Implement

Release

Shapes

Influences

Influence of Organizational Culture



Use the Best – Pitch the Rest

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PRACTICAL PROJECT MANAGEMENT CHERRY-PICKIN’


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Best Practices Use of “Best Practices” – Processes & activities that

have proven to be the most efficient and effective way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people • Tools – Templates, forms, and checklists can and should be

used to replicate success for new projects

• Techniques & Approaches – Procedures, standards, processes, protocol, guidelines, policies

• Tracking and Documentation – Future Use / Consistency

PRACTICAL PROJECT MANAGEMENT TOOLS & TECHNIQUES


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PRACTICAL PROJECT MANAGEMENT RULE OF THUMB

Formalizing? Difference in Projects

Term Paper

Olympics

Going to Mars

Leve

l of

Unc

erta

inty

/Ris

k

Size of Project


Project Management Institute (PMI)

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PRACTICAL PROJECT MANAGEMENT PMI

Leading PM organization worldwide

Developed the Guide to the Project Management Body of Knowledge or PMBOK as PM standards – Huge Book

Began in 1969 at Georgia Institute of Technology

More than 500,000 members in 185 countries

Administers Project Management Professional (P.M.P.®) Credential

Go to: www.pmi.org “…advances the project management profession through globally recognized

standards and certifications, collaborative communities, an extensive research program, and professional development opportunities.”


PMBOK – The Industry Standard

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PRACTICAL PROJECT MANAGEMENT THE STANDARD IN PM

Project Management Body of Knowledge or PMBOK is a standard, not a process.

What we do - STANDARD -vs- how we do it – PROCESS.

A standard - a collection of knowledge areas which are considered good practices within an industry.

Recognized by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI 99-001-2008) and by the Institute of Electrical and Electronics Engineers — IEEE 1490-2011.

Can we disregard PMBOK? No, but we can develop our own processes.


PM Accomplished through Processes – 5 Process Groups

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PMBOK® 4th Edition © Roan Associates 2012

Source: Fundamentals of Project Management, 3rd Edition, James P. Lewis.

Define the Problem

Develop Solution Options

Plan the Project What must be done? Who will do it? How will it be done? When must it be done? How much will it cost? When do we need to do it?

Execute the Plan Actually do it!

Monitor & Control Progress Are we on target? If not, what must be done? Should the plan be changed?

Close Project What was done well? What should be improved? What did we learn?


Project Steps

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Progression

Initiating

Planning

Executing

Monitoring & Controlling

Closing


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By the way…Team Performance & Project Life Cycle

PRACTICAL PROJECT MANAGEMENT TEAM DEVELOPMENT


What does PM really boil down to?

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PRACTICAL PROJECT MANAGEMENT ESSENTIALS


Define Project

Plan Project

Implement Project

Close Project Next

Project

On-going

On-going

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Project Definition • Project Description/Statement Reason for doing project and boundaries

• Measurable Objectives Ways of determining your goals and how you know when you get there

• Create Work Breakdown Structure (WBS) Represents scope baseline

• Determine Resource Requirements and Durations Estimating – Improves with better requirements gathering

What does PM really boil down to?


Key Points

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• Include stakeholders, sponsor(s), team members EARLY in the process!

• Gather requirements and gain agreement on scope early on!

• Communicate early and often! • ID and plan for risks NOW!


Work Breakdown Structure (WBS)

Work Package - Deliverable at lowest level of WBS. Can be broken down into activities

WBS- Deliverable grouping of project components that defines what is in the scope. Each level of the WBS progressively elaborates more details of the project.

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LEVEL 1 (Root)

LEVEL 2

PROJECT

Deliverable Deliverable Deliverable

Work Pkg.

Work Pkg.

Work Pkg.

Work Pkg.

Work Pkg.

Work Pkg.



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Risks & Accelerators Risks - Project teams good at identifying everything that

can go wrong with a project and how to address these risks, but not so good at using the risk management plan they worked so hard to create.

Accelerators - Very few teams look into “accelerators” to help move the project along more quickly. This can often require creativity, innovation, and resourcefulness – things that are not always encouraged in PM.



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Dealing with Risk Mitigate - What can be done to lessen the risk?

Transfer - Insurance is example.

Avoid - Use a different product or vendor.

Accept – For low level risks.



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Risk Probability & Impact (RPI) Number

Probability – What is the chance of a risk occurring? Can be %, value, or category

Impact – If it occurs, how much will it affect the project? Can be value or category

RPI – Probability x Impact = RPI



What does it boil down to?

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Project Planning • Assign Responsibility Responsibility Assignment Matrix (RAM)

• Sequence Work / Deliverables Order and dependencies – Network Diagram / Critical Path

• Schedule Work / Deliverables Create a timeline

• Schedule Resources / Deliverables Look at calendars and availability

• Continue to Refine Plan Progressively elaborate


Basis for a Successful Project Plan

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WBS What is in scope - Breakdown of work to do

Network Diagram Sequence and est. durations to determine critical path

Cost

Schedule



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Project Implementation • Follow Plan Carry out what you carefully planned to do

• Monitor & Control Keep project on target and control changes

• Refine as you go along Make refinements as necessary and required



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Project Closure & Evaluation • Complete all tasks Don’t forget to document and file

• Contract Closure Don’t leave contracts or agreements open

• Evaluate Lessons Learned / Analyses (SWOT)

• Innovate Use experience and knowledge from this project to help for future

projects and processes


Custom Guitar

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PRACTICAL PROJECT MANAGEMENT EXAMPLE PROJECT

Cost?

Quality?


Custom Guitar

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Build Custom Guitar

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Body Electronics Neck & Headstock Accessories Hardware Assembly &

Testing

Acquire wood & season

Shape

Carve component

cavities

Acquire wood(s) &

season

Carve neck -backside

Carve neck – fret board

Research components

Acquire & test pickups

Acquire & test wire & switches

Acquire strap &

components

Acquire & adhere decals

Assemble guitar

polish kit

Acquire frets

Acquire tuning keys

Acquire knobs

Assemble body & neck

Install hardware

Install electronics

Add detailing and custom

paint

Assemble and finish

neck pieces

Test sound and function

Attach frets and keys

Install accessories

Assemble electronic system

Acquire bridge &

whammy bar

Acquire plates, bolts,

others

Acquire guitar case

Finish body


Triple Constraints…and then some Traditionally, these have been: Time Cost Scope (Requirements)

Currently, Project Managers add: Risk Resources Quality or Performance

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PRACTICAL PROJECT MANAGEMENT TRIPLE CONSTRAINTS


What constitutes a “successful” project?

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PRACTICAL PROJECT MANAGEMENT TRIPLE CONSTRAINTS

Traditional Items: On time

Within budget

Meets requirements

Accepted by customer

Quality

No disruption of operations

Requirements

Triple Constraints Human Considerations:

Team is still talking to one another

No one quits

You as PM have your sanity


Communicate effectively and appropriately.

Accountability.

Motivate, develop, & lead team.

Formalize processes & create consistency.

Use creativity and innovation.

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Keys to Success as a PM:

PRACTICAL PROJECT MANAGEMENT SUCCESSFUL PM

Apply PM standards and manage within regulations.

Use problem-solving skills.

Delegate responsibility – manage across organization.

Define measures of success.

Understand objectives & move towards goal.


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Anticipate conflict/risk.

Manage expectations of customer.

Possess Emotional Intelligence (EI).

Develop and use negotiation skills.

Keys to Success as a PM:

PRACTICAL PROJECT MANAGEMENT SUCCESSFUL PM

Utilize strengths of team members.

Encourage innovative and creative input by team members.

Clearly define roles & expectations.


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Sydney Opera House – Success or failure?

PRACTICAL PROJECT MANAGEMENT PROJECT FAILURE

Over budget by $95 M Ten years beyond est. completion date.

http://en.wikipedia.org/wiki/Sydney_Opera_House


Why do projects fail? Wit and Wisdom - NASA

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The seeds of problems are laid down early. Initial planning is the most vital part of a project. The review

of most failed projects or project problems indicate that the disasters were well-planned from the start.

-NASA Rule #15 for Project Managers



Why do projects fail? Top 5

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1. Unclear project objectives or conflicting with business requirements.

2. Poor communication.

3. Project requirements not completely understood by all stakeholders OR lack of understanding of customer expectations and needs.

4. Inadequate planning to flesh out details and identify issues (risks).

5. Lack of support by top management.



Why do projects fail? Others

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Poor estimating on costs, timelines, resources, etc.

Project processes not defined or not adhered to – including work plans, change management, communication, QA/QC, scope, risks, metrics, etc.

Bad management of resources.

Scope creep and continuous changes.

Extended deliverable deadlines.



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PM Humor - Specifications



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PRACTICAL PROJECT MANAGEMENT SECRETS


The Secrets of Successful PM: a.k.a. What they don’t teach you in PM training

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K.I.S.S.

Plan until it hurts

Project Managers are really Project LEADERS

I object to the murky objectives

And in the beginning… “Lessons Learned”

Dust off them plans partner


Emotional Intelligence (EI) is key

“Flex” your style and show some muscle

Communication is not just a buzz word

Successful projects are “happy” projects

Rewards are not just for dogs

If you open, you must close


K.I.S.S. Principle

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We’ve all heard it, but do we listen?! Keep It Simple Stupid.

The purpose of PM tools are to help you do your job better not become your job.

Dashboard views are great visual tools to show project progress or status.


Create your own tools, techniques, and methods.

Don’t lose focus on the ultimate goal of guiding your project to success and don’t get caught up in latest gadgets, software, or technologies.

Use what works, pitch the rest.


K.I.S.S. Principle

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Who is really in control – You or the tool/technology?


Plan Until It Hurts

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Planning is a legitimate part of a project lifecycle. So what if stakeholders gripe--an ounce of prevention is worth a pound of cure.

Involve all stakeholders including customer early in process to determine requirements, needs, and expectations.

Develop and document project objectives and get agreement on them by everyone.

Development of communication channels is vital – who, how, when, and what.


Clearly define measures of success and document plan.

Develop necessary plans (and associated documents) and refine as needed. Plans are living documents that must be used.

Planning for resources needs and acquisition is very important here since it allows the PM to costs and schedules.

Determine project team, assign responsibilities, and communicate to everyone.


Project Managers are really Project LEADERS

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PMs coordinate resources and lead people

Your job is really to assign the right resources to successfully meet project objectives

Leadership abilities rank higher than technical prowess for success in PM

Lead by example

Use humor and have fun


Get to know your team, develop them, and then lead

Recall PMs you admire and emulate their leadership styles and methods

Respect is earned, not commanded

Understand EI and how to create a positive environment for the team.

Inspire, Motivate, & Empower


I Object to the Murky Objectives

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Unclear objectives #1 reason for project failure

Make sure you understand customer’s needs, requirements, and expectations

Involve the customer early and often along with other stakeholders

Document objectives and get agreement by all before proceeding


Project objectives need to align with company goals and objectives

Controls need to be in place through project lifecycle to ensure alignment with project objectives

Clearly communicate objectives, specifications, and requirements to all team members and stakeholders


And in the Beginning… “Lessons Learned”

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First things first – Go over Lessons Learned from other past, similar projects at BEGINNING of a project

Lessons NOT Learned – projects experience same issues over and over again

Make sure they are documented AND added to project file

Don’t just make a list – review and make suggestions for improvement

Lessons Learned can be incorporated into your risk register

Positive lessons may be included as “accelerators” to help propel project along


Dust Off Them Plans Partner

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Make planning a formal part or any project – legitimize it

Do not let peer pressure discourage you from adequate planning processes including holding meetings

Take info from planning sessions and activities and DEVELOP plans for schedule, cost, scope, risk, quality, communication, change control, and overall project management.

Plans are not book ends – they are intended to be implemented

Plans are living documents that are to be reviewed and updated throughout project lifecycle

Planning feeds cyclically into the “Execution” process group of a project lifecycle and occurs from start to end


Emotional Intelligence (EI) is Key Definitions:

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“The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and action.” –Peter Salovey and John Mayer

“Knowing and managing our own emotions and those of others for improved performance.” –Anthony Mersino, Emotional Intelligence for Project Managers, 2007



Emotional Intelligence (EI) in PM

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The “Emotional Intelligence Framework for PM” includes:

• Self-awareness

• Self-management

• Social Awareness

• Relationship Management

• Team Leadership

SOURCE: Anthony Mersino, Emotional Intelligence for Project Managers, 2007



Emotional Intelligence (EI) in PM can:

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Develop better relationships with team and stakeholders. Recognize and reduce emotional outbursts. Manage conflict and deal with difficult people. Leverage emotional intelligence information for better

decision-making. Improve communication. Create positive working environment and raise morale. Achieve shared project objectives to attract, inspire, and

motivate team members.

SOURCE: Anthony Mersino, Emotional Intelligence for Project Managers, 2007



“Flex” Your Style and Show Some Muscle

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Find out who you are – Many assessment to do this

What is your personality “style?” – People Styles at Work is one assessment

By being flexible with interactions with others, you can build better relationships and achieve desired results

Determine your strengths and play to them – Strengths Finders is one assessment

Assess team member attributes – personalities, strengths, weaknesses, motivations, etc

Earn respect by paying attention to others’ styles and working with them instead of against them

Leverage the unique blend of team member attributes and abilities to most effectively and efficiently manage your projects

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“Flex” Your Style and Show Some Muscle

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What is Your Style?


Communication is Not Just a Buzz Word

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Good communication skills top attribute for successful PMs

Development of communication map or network early in project very important

Need to know who, what, how, when, and frequency of communication and incorporate into plan

Face-to-face interactions very important for building relationships

Communicate early and often to team members and stakeholders on important project issues

Informing, updating, and reporting to stakeholders important to relaying issues and getting feedback - Stand up meetings good way to do this


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How People Learn

FACT: Approximately 65 percent of the population are visual learners. FACT: The brain processes visual information

60,000x faster than text. FACT: 90 percent of information that comes to

the brain is visual. FACT: 40 percent of all nerve fibers connected to

the brain are linked to the retina.

Source: http://www.visualteachingalliance.com/



Successful Projects Are “Happy” Projects

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Successful projects do not just use triple constraints as criteria – there are other “human” factors to consider

Is team still in tact when completed?

Do you feel a sense of accomplishment for a job well done?

Celebrate successful completion

Use of EI can help create a positive, harmonious atmosphere for team and result in better attitudes when done

Did you inspire, motivate, and encourage throughout project lifecycle?

A happy PM makes for happier team members


Rewards Are Not Just for Dogs

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Reward team members throughout project lifecycle for accomplishments

Celebrate at end of project and take time to reflect before jumping back into new project

Rewards don’t have to be bonuses or stock options, they can be a pat on the back or public commendation

Give credit where credit is due

Use encouragement, inspiration, and motivation during project

Create a positive working environment

Use your EI to mitigate any emerging problems and commend those for improving

Use appropriate rewards and gear them to the individual – some people don’t like to be called out in front of others even if for rewards


If You Open, You Must Close

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Most forgotten phase of a project

Important to document, gather up info, and file

Lessons Learned documented and added to file

Formal close-out from customer is required

Use check off sheets and lists to ensure everything is complete

Create any final reports, distribute info to appropriate parties, and finalize any required contract documentation

Celebrate completion

Good time to review overall project and debrief with project team and other stakeholders

Assess team member experience and look for self improvement as PM


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PRACTICAL PROJECT MANAGEMENT POINTS TO PONDER


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Future of PM

Emotional Intelligence / Interpersonal Skills

Multi-Stakeholders / Governance by Committee

Collaboration

Accountability

PM as a Core Competency, not just a strategy

Sources: “The Future of Project Management”, Dr. Harold Kerzner, Article Published on Wednesday, November 25, 2009 on http://allpm.com Strategic Project Management Made Simple, Terry Schmidt, Wiley & Sons, 2009. The PMI website, www.pmi.org.

PRACTICAL PROJECT MANAGEMENT FUTURE?


http://allpm.com/

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Future of PM

Unique Key Performance Indicators (KPIs) that are value-driven and not just based upon triple constraints Adaptive Management / Fluid PM Dashboard / Real-time Reporting

Sources: “The Future of Project Management”, Dr. Harold Kerzner, Article Published on Wednesday, November 25, 2009 on http://allpm.com Strategic Project Management Made Simple, Terry Schmidt, Wiley & Sons, 2009. The PMI website, www.pmi.org.

PRACTICAL PROJECT MANAGEMENT FUTURE?


http://allpm.com/

Points to Ponder

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Customer really is #1 – even in today’s world. Keep them involved and engaged in project.

Develop clear and achievable objectives agreed upon by all stakeholders before doing anything else.

Determine risks and plan for action.

Document, document, and document some more.

Communication is vital. Know who, when, and how. Communications Plan is one way to document.

Plan, plan, and plan some more. Use your plans but not as book ends.

Roles & responsibilities must be established early and everyone is aware of these. RAM is a tool that can help.



Points to Ponder

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Prioritize features, components, phases, etc. Use priorities list when determining how to best allocate limited resources.

Anticipate and be prepared for CHANGE – it will happen.

Utilize your emotional intelligence (EI) to overcome challenges and challenge long-standing assumptions and beliefs that can hinder success.

Understand and manage stakeholder expectations, requirements, and needs.

Learn from past issues and mistakes – Lessons Learned are documented for a reason

Celebrate successes.



PRACTICAL PROJECT MANAGEMENT

Using the Best & Leaving the Rest

Presenter: Rodney Verhoeff, M.S. / PMP®

[email protected] / (402) 875-0597

Management Consultant with: Roan Associates Consulting

Nebraska ASQ Section – Summer Series

© R

oan

Asso

ciat

es 2

012

June 21st, 2012 * 7:00 pm

Thank You!

PRACTICAL PROJECT MANAGEMENT - ASQ-1302 · PRACTICAL PROJECT MANAGEMENT . PMI Leading PM...

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