• The need to reduce expenditures
• The even greater need to retain their current customer base and expand to maintain or increase revenue

Small Business Growth

Startups and small businesses are growing, doing everything they can to add revenue, add customers and watch costs. And they’re trying to make decisions about growing the business bigger and trying to be careful at the same time and not grow too fast.

In my experience, most startups and small businesses suffer or need help in three key areas. At least this is where I’ve usually found niches as a consulting project manager to help smaller organizations:

• Strategic Planning
• Leading a Critical or New Strategic Project
• Resource Management

As an experienced project manager, you have the confidence, experience and probably connections to make a huge difference in these organizations bottom lines and potentially gain a long-term – at least part-time – customer in the process. Let’s look at each of these in more detail.

Strategic Planning

Strategically planning is an area where nearly every small business and startup either needs help or think they need help. In this economy, they’re looking for any edge they can get and they’re looking for champions to come along and push them toward greater revenue or the next big venture capital payday.

Work with these organizations and use your expertise to understand their business processes, where they’ve been, and where they think they should be going in the next month, six months, and five years. These are critical milestones in their growth and it’s easy for smaller organizations to lose sight of where they want to be down the road while they’re fighting today’s battles. Help them plan that course and understand the tools that they are going to need to get them there.

You bring the ‘outside’ eyes to look at the overall market, their direct competition, the technology they will need to grow, and their current and potential customer base. Advise them well and you’ll have them as a client forever.

Leading a New or Critical Strategic Project

Smaller organizations experiencing growth that also have outside customers that they are working projects for often find themselves in a situation where they’ve focused too much attention on one area and not enough on another…and many times it’s the customer who is suffering.

Seek out such software/IT service organizations that are smaller or in startup mode and offer your services. I’ve been called in to help bring troubled implementations around for startups and it’s not only rewarding for me, but it gives me a long-term customer and most likely saves the startup from closing up shop. Losing one of your first high-visibility customers is bad for the small business – and it’s that kind of bad press that can bring down an entire company.

Remember, these organizations are likely led by a strong owner/CEO who has built the business from the ground up but has too much going on with ‘selling’ to always keep things on track. Jumping in to take on their next big customer-facing project or fix one that is going south quickly is a major opportunity for a consulting project manager.

Resource Management

As I mentioned above, many startups and smaller businesses are led by a strong owner/CEO who has now moved outside of his original area of expertise to run this business. He’s overloaded, but selling, selling, selling.

I’ve witnessed this situation. The talented CEO is out selling his business’ services to everyone – even globally – and very successfully. What he’s often not mindful of is over-commitment of resources. Sure, this kind of falls under strategic planning, but it’s so prevalent in both smaller and larger organizations that it deserves it’s own category here.

The CEO may be lining up business for 6-12 months out or even longer, committing both personnel and equipment with no understanding of what that means to his current projects and the projects he’s promised customers over that next 6 to 12 month timeframe already. Very successful and growing businesses can flounder quickly when over-committed resources means timelines slide and new customers can’t wait. What do they do then? They leave…and tell others.

This is where you step in. It’s simple, but it’s setting up processes and plans and it’s something they’ve not thought of and probably don’t have time for. Use your PM software tool of reference to setup resource management. Set up all of their current and future projects in the project management software tool using common templates for all and use the common resource pool for the projects resource assignments. This will allow you to magically create reports for the CEO or Ops Manager to show them how on track or off track they are on with their current resource base. They will love you for it and think you’re a genius.

Summary

These organizations don’t always come looking for you. But you can get very good at looking for and finding them. They often don’t like to ask for help, but when you hit them at the right time, there’s no way they can say no. Your expert ‘outside’ eyes on their business processes, customer handling, resource management, and possibly even budgeting and financial planning – if that is a niche for you – can be invaluable to them. And they will keep coming back.

Brad Egeland

Brad Egeland is an IT/PM & Business Strategy consultant and author with over 25 years of software development, management, and project management experience leading business and IT initiatives in nearly every industry imaginable. He works with organizations of all sizes from startups to Fortune 500 leaders and has overseen the creation and execution of multiple PMOs. Brad is married, a father of 9, and lives in Las Vegas, NV. He can be reached at brad@bradegeland.com or you can visit his website at www.bradegeland.com.

In the world of project management it is important to make good decisions and stick to them. But you’re going to have to be flexible on every engagement – it’s just how the world of project management works. But know the boundaries – just the right amount of flexibility and the customer will love you forever. Go overboard or remain unwavering and you may not finish out the current project.

Let’s look at two concepts that fall under the ‘flexibility’ category:

Be open to new processes

As an experienced IT project manager you undoubtedly have a set way you like to do things. You have templates for proposals, status reporting, invoices, and meeting notes. You do things pretty much the same for each client to get things underway on an assignment. And if you’re part of an organization or PMO and not working independently as a consultant, then there are definitely processes and templates that you are expected to follow. But every once in awhile you run across that client who has their own processes and plans for how things are going to go. Right? You won’t win them over by being inflexible. That particular client won’t feel warm and fuzzy because you have all of your ducks in a row. No, that client may be put off by your lack of flexibility and will see you as unwilling to follow the ‘boss’ and may immediately categorize you as stubborn and move on to the next potential service provider.

Rather than fight them, be open to their processes and how they want things done. How they do things may be governed more by accounting or business objectives than your stakeholder’s desires. As your project progresses you can look for ways to show them how your processes or templates may enhance the engagement and drive the relationship to a more organized and successful conclusion. But, with certain clients, enforcing your will on them at the outset of the project when they have different desires may be a very wrong thing to do.

Be able to give and take criticism

The ability to give and take criticism can actually mean that you’ve ‘arrived’ as an experienced project manager and IT professional. Once you have the confidence level with your PM or consulting expertise to be able give criticism where it is due AND also take criticism constructively and use it to your advantage to better yourself, then you know you’re in a good place. Less experienced project managers may wilt when criticized and it may greatly affect their confidence level for the rest of the engagement. They may also be unable to critique and criticize others constructively because they lack confidence in their own judgment.

I was being paid by a CEO of a small data management organization to run several projects for him a few years ago. I adhered to item # 1 above, but I probably shouldn’t have. He wanted me to basically act in his role at times and lead weekly meetings of the entire staff to get status updates while also running these projects. My first inclination was to ask each person to prepare and submit a status report to me so that I could compile a company status report and agenda for the meeting. It’s just how I roll. He said, “You can’t ask them to do that – just hold the meeting.” Needless to say, attendance continued to be sparse as it was before, no one took it seriously and at the end of my consulting run he questioned my project management abilities. All of this even though I successfully led projects for him for several months and all of his clients were satisfied with the outcomes on their projects.

That engagement was a lessons learned for me because I could really see early on that the client was going to be a little difficult. I bent to their wishes and I didn’t end up with a really satisfied client, but I was able to make good money while I was consulting for them. In this example, flexibility paid off financially for me, but not in maintaining a long-term relationship with client. In the end I was confident with that because I was able to take the criticism in the context it was given and move on to the next client.

Summary

Whether you’re working to satisfy that less than easy-to-work-with client in order to maintain the working relationship or you understand there’s no pleasing them and you want to maintain the working relationship as long as possible to get the money out of the engagement that you had counted on, there are times when flexibility is necessary – and can pay off nicely.

The experienced IT project manager sees these situations in advance and acts accordingly. The new project manager begins to learn from engagements that just didn’t go very well and becomes more flexible, when necessary, for future projects. Either way, the key is to become aware and learn along the way and look for ways to keep those more difficult clients on your radar screen as long as possible.

Brad Egeland

Brad Egeland is an IT/PM & Business Strategy consultant and author with over 25 years of software development, management, and project management experience leading business and IT initiatives in nearly every industry imaginable. He works with organizations of all sizes from startups to Fortune 500 leaders and has overseen the creation and execution of multiple PMOs. Brad is married, a father of 9, and lives in Las Vegas, NV. He can be reached at brad@bradegeland.com or you can visit his website at www.bradegeland.com.

Measures of Risk

There are many ways within project risk management that we can measure risk. Most commonly, this can be a simple metric to highlight the Risk and could be input by the Project Manager.  In addition it can be considered as a combination of factors.  For example, the illustration below shows how a Risk can be evaluated based on its Impact (consequence) and it’s Probability (likelihood).

Project Risk Score Matrix

The scoring can be based on multiple levels and doesn’t have to be measured to 5 levels – 3 may suffice for most organisations.

However, based on the above risk score matrix, we can grade the risks as follows:

Project Risk Scores

However you score risk, the same principle applies.

• What is the likelihood of the Risk occurring?
• What is the consequence of the Risk occurring?
• Give each element a score and you can indicate the Risk Measure

Project Risk Management Benefits

Throughout my experience, there are a number of benefits that are easily realised by businesses through project risk management coupled with an effective Risk Scoring Matrix.  Most commonly these include:

• Greater probability of achieving organisational objectives
• Provide a transparent and uniform process for the management of risk
• The information is recorded and audited
• Quick and effective means of formally recording risks
• Demonstrates your organisation’s ability to manage risk

Why not join the discussion, let me know with a comment how you manage project risks and how you define your Project Risk Score Matrix?.

David Livingstone

My experience has been gained through implementing Financial Management, Workflow, and Project Management software. My aim is to share this experience and to communicate with implementers and users of software solutions particularly in relation to an organisation’s management of it’s Resources and Projects. All feedback is welcome.

So, you’re an independent consultant and you’re looking to add new clients to your project management or IT consulting practice? Who isn’t? The ideal consulting practice scenario has you receiving income from multiple revenue streams at the same time. Depending on the type of IT consulting that you regularly perform, that may require to you to branch out into new areas. If your typical revenue stream comes from one client that you are performing work for on, say, a 6-12 month software installation and it’s not practical or even possible for you to run two of these at the same time, then you’ll likely need to broaden your horizons on how you’re going to add additional sources of income coming in at the same time.

If you have clients – both potential new ones and past clients wanting more – lined up and ready for your next opening, you may ask, “Why would I care about branching out my service offerings or adding multiple sources of simultaneous revenue.” The answer is simple….security. A project customer could leave you at any time. They might even cancel a project in mid-stream no matter how well you’re managing and performing the work for them. And how many times has a potential client simply vanished into thin air? It happens more than you’d like to admit – usually because they realize they’re not quite ready financially to take on the project they originally thought they needed ‘right now.’ Our clients start out ambitious – often looking for free advice – but sometimes disappear quickly when the real money is discussed.

With several sources of income coming your way at the same time, you’ll be more easily able to remain viable when one or more leaves. And some just will leave from time to time. It’s the nature of our business. We can never ‘make’ them move forward with a project – the best we can hope to do is wow them with our knowledge and expertise and give them the right price to do the engagement. The rest is up to them. And they can still say ‘no.’ Or they can leave after one project – or midway through a project. You need to be ready for when that happens. You need to branch out.

You may already be practicing one or more of these strategies, but these are key actions I’ve taken to help ensure that I won’t lose all my revenue at once due to fickle clients or potential customers who just can’t quite decide what to spend their money on…

Continually seek out clients in new ways

This is an obvious one, but the method may be new to you. I look at what I’ve been doing and how I could offer the same services to some other client in the same industry. Once engaged with a client, I’m often requested to do something that was not planned on the engagement – possibly even something I’ve not performed for a client before. Clients have allowed me to go through a learning process on something I’m implementing for them – getting paid to learn is nice – and the result is a new offering that I can provide for potential new clients. I then use that new experience as a marketing tool. Search for vendors who match well with existing clients and send out a list of options and examples of what you can do for them. I’ve found that I generally get at least a 40% return inquiry rate from this process.

Create an online presence

First off, if you don’t already have a website, you’re crazy. Get your domain name, get hosting space and build one – or have someone build one for you. It doesn’t have to cost you thousands. And it can cost you as little as $10-20 if you buy your domain through a company like Godaddy, use their free ad-based account, and then build it and host it with another free place like Weebly where there are no ads, just some limitations on space, etc. If you’re not out to build an e-commerce site, that will actually work just fine. The key is to update it regularly and let people know it’s updated. You do that through the next option…

Promote your offerings through social media outlets

You do what you do well, otherwise you wouldn’t be making money doing it. And you wouldn’t still be doing it. So promote it through whatever means possible. And today, social media is at the forefront of self-promotion. If you’ve developed a new piece of software that will solve some problems for potential customers – let them know on Twitter. Create a business page on Facebook and post information about what you’re doing and who you’re consulting for on that site. If you write informative, professional articles (hopefully like you consider this one to be), tell the world through a social media site. You’ll gain followers, make new contacts, network with peers you didn’t know before, and generally expand your reach with every word you put out there.

Showcase your expertise

Finally, do what I just began describing above. You’re an expert at something – otherwise you wouldn’t be an IT consultant. Showcase it. I’m an IT consultant who specializes in project management. I’ve been an IT professional for over 25 years and I’ve managed projects for more than 19 of those years. I never dreamed people would want to read about it, but they do. It’s an excellent way to promote your expertise in a specific area. People in every field are looking online for expertise to advise them, help them out on projects, or even consult for them on an engagement. Either find a niche site and write articles for them or create a blog section on your site and put your articles there. And definitely promote each one through social media outlets. Word will spread.

Brad Egeland

Brad Egeland is an IT/PM & Business Strategy consultant and author with over 25 years of software development, management, and project management experience leading business and IT initiatives in nearly every industry imaginable. He works with organizations of all sizes from startups to Fortune 500 leaders and has overseen the creation and execution of multiple PMOs. Brad is married, a father of 9, and lives in Las Vegas, NV. He can be reached at brad@bradegeland.com or you can visit his website at www.bradegeland.com.

However,  business success even in difficult times is heavily dependant on the contributions made from staff members; letting go of important skills, experience and expertise may bring short term relief, but will this loss prevent the future performance of the business? Perhaps there should be more focus on tightening up internal resource management processes with a view to improving overall productivity levels.

One solution to this problem is to implement a resource management solution.  The right resource management solution will help eliminate common problems associated poor resource planning such the lack of visibility of who is doing what,  resource conflicts,  increased project risk, under/over utilisation. The key benefits should include:

• Increase revenue – Easily assess how well utilised your entire resource pool is on a daily, weekly or monthly basis,  helping to prevent quiet periods  and ensuring your most valuable resources are used to maximum effect.
• Conflict resolution – Whenever resources are double booked, or a project plan has been rescheduled you can easily spot any conflicts and allow you to replace them with available resources quickly and easily.
• Reduce administration costs – With a central, up to date view of your entire resource pool you will reduce the costs associated with maintaining manual or Excel based systems.
• Improve project delivery – Resources can be allocated to work based on a number of specific criteria such as their availability,  skills and location so you will always be sure you  have the right person allocated to the right job.
• Identify skills shortages and training requirements - Gain real time visibility into resource capability and your capacity to deliver future projects.

To learn more about how your business can benefit from Atlantic Global’s Resource Management software,  simply click on the following link to sign up for your free trial: http://www.atlantic-ec.com/register_for_demo/

Vannesa Borowicz

My comments and insights are based on the knowledge and experience I have gained over the last ten years working at Atlantic Global Plc which spans, marketing, managing user groups and events, selling and implementing project management solutions within SME’s and Corporate IT departments. My aim is to give readers some sense of the value and benefits the practical application and usage of project management can bring to your business.

Let’s exam four key obstacles that can easily become an issue on any remotely managed project.  I’m certain there are many more possible obstacles, but these are some of the most common ones that I’ve encountered.

Lack of face time

The customer can’t control the project manager nor do they really want to. The mere term ‘consultant’ or ‘project manager’ can sometimes give a hands-off type feeling to the customer and to staff at the customer’s site. But the one thing the customer often feels they can control is just being aware of how much time the project manager is spending on the project and where that PM is at any given time. ‘Seeing’ the PM and project team assures the customer that the PM is actually doing something for all that money they’re spending on him and the team. Take the visibility out of the equation and now you have a customer who has no idea how much time the project resources are working on the project and they may even feel uneasy about getting their money’s worth. It’s an obstacle the remote project manager must overcome and they’re likely going to feel that extra need to show significant value in the absence of face-to-face interaction.

The best way I’ve found to combat this situation is to have a weekly status discussion – either by phone or in person – with the project customer and also provide a detailed weekly status report prior to the meeting that will serve as a basis for discussion. This way, the customer has a document to refer to that identifies the current project status showing what’s been completed, what’s in progress, and what’s coming up in the future. They have the documented frame of reference they’re looking for as justification for the money they’re spending on the project.

Time zone issues

Depending on where the project manager is located in relation to the customer, there may be time zone issues to overcome. Of course, that can happen in just about any employee scenario these days because of the diversified nature and global presence of many larger companies. But with the project manager, since there’s no employer-employee relationship already in place, the time zone issue can become an even bigger obstacle. The key is to be as flexible as possible for your customer. If they are six hours ahead of you and need an 11:00am meeting, you may need to actually be on a call at 5:00am your time. Thankfully, I was only dealing with US time zones on a similar issue and the difference was three hours, but those 6:30am design sessions twice a week were still painful…but necessary.

Management of other project resources

Remote management of project resources can be challenging enough, but overseeing resources remotely that report to an organization that you yourself do not directly work for can present even more problems. The authority factor is gone. Yes, you’re the PM guru brought in to consult, but you have no direct “official” working relationship with your project resources’ supervisors so that area of accountability can be somewhat grey.

In a situation where you’re managing a project with a customer remotely and you’ll also be overseeing work of some of their resources on the project, it’s important to lay some ground rules at the outset of the engagement. Jointly meet – even if it’s by phone – with the resources you’ll be using and their direct supervisors to establish availability and reporting accountability. The key is to get everyone on the same page and of the understanding that – for the purposes of their work on this project – they are accountable to you and that you will have direct access to their supervisor should issues arise.

Communication

Finally, communication is always a concern. How communication will happen, when it will happen, who will initiate, and who is ultimately responsible for it all needs to be established at the beginning of the process. For consulting project managers who regularly work with remote customers on longer-term engagements, I highly recommend establishing how various communications like status reporting, emails, and conference calls will happen by documenting these processes in the form of a formal Project Communications Plan.

Brad Egeland

Brad Egeland is an IT/PM & Business Strategy consultant and author with over 25 years of software development, management, and project management experience leading business and IT initiatives in nearly every industry imaginable. He works with organizations of all sizes from startups to Fortune 500 leaders and has overseen the creation and execution of multiple PMOs. Brad is married, a father of 9, and lives in Las Vegas, NV. He can be reached at brad@bradegeland.com or you can visit his website at www.bradegeland.com.

Project Planning tools are designed to assist the project manager in the creation of the plan itself,  the scheduling of resources and managing the costs to ensure the project is completed within scope and should provide the following benefits:

• Consistent Project Planning – Above all, the implementation and roll out of a project management solution should provide your businesses with a clear and consistent method planning projects. For example a system that allows you to set up project templates will enable you to define the tasks, dependencies  and resources that are required to complete your different project types. Once created these plans can be copied quickly and easily.
• Generates Quick Task Lists – If you are planning large or small projects, your project planning software should have the flexibility to allow you to quickly create a task list from scratch,  allow you to copy existing plans  from project templates or allow you to import them directly from MS Project.
• Control Project Costs –  Forecasting  future cost and revenues, by using the cost and charge rates associated with the roles and resources allocated to your project tasks.
• Real time Project Review – Tracking the ongoing progress of your projects is essential, or you may miss deadlines, run over budget or risk project failure, therefore a key feature of any project management solution must have the ability to analyse in real time, information on the progress and performance of your projects.
• Integration with Resource Scheduling – The system should enable you to allocate roles to tasks in order to generate resource requests, and allow you to assign resource directly to your tasks based on skills and availability
• Comprehensive reporting – On the ongoing progress of projects including the financial and delivery status.

Atlantic Global has over 18 years experience of developing and deploying effective project management solutions. The software itself has benefited from over a decade of customer feedback – so you can be sure that Atlantic Global’s project management software is easy to use and is packed with the features that matter the most.

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Vannesa Borowicz

My comments and insights are based on the knowledge and experience I have gained over the last ten years working at Atlantic Global Plc which spans, marketing, managing user groups and events, selling and implementing project management solutions within SME’s and Corporate IT departments. My aim is to give readers some sense of the value and benefits the practical application and usage of project management can bring to your business.

Gathering customer feedback will provide your business with many benefits, not only will you have a valuable source of new product ideas you will uncover any business inefficiencies and it will help you make improvements to current products and services.  By actively listening to your customers you will also build trust and help to strengthen client relationships.

Encouraging your employees to share their ideas is for many industries essential for the creation of the latest ‘big thing’ .  What ever approach your business takes, there’s no doubt that the future vision of your organisation is linked to the generation and development of new ideas for products and services. The problem is, many organisations lack the tool and process in order to capture  and evaluate this valuable intelligence.

Atlantic Global’s Project Portfolio Management functionality provides you with a central repository for the capturing and storing of suggestions and ideas for new product development from all possible touch points. Many businesses still assess the viability of projects in isolation, without consideration of the wider impact the project will have on the rest of business. Atlantic Global Project Portfolio Management functionality allows you to create multiple ‘what if’ scenarios to determine the  optimal impact on the portfolio and balance the overall demand for resources across the business as a whole. This is just one step in the process of  deciding the overall value the project has to the business.

The ability to effectively capture and develop ideas management is just one of the many benefits of implementing Atlantic Global’s Project Portfolio Management software. To learn more about how your business can benefit from our Project  Management and  Project Portfolio Management software,  simply click on the following link to sign up for your free trial: http://www.atlantic-ec.com/register_for_demo/

Vannesa Borowicz

My comments and insights are based on the knowledge and experience I have gained over the last ten years working at Atlantic Global Plc which spans, marketing, managing user groups and events, selling and implementing project management solutions within SME’s and Corporate IT departments. My aim is to give readers some sense of the value and benefits the practical application and usage of project management can bring to your business.

The reality is many business simply do not have the tools and processes that are required in order to discuss and resolve difficult project decisions, key project data is typically held in multiple tools and systems throughout the business. For example, spreadsheets are a real-time inhibitor and are still widely used in businesses today, however they require a great deal of time to maintain, they aren’t designed to detect errors and will not convey a single version of the truth.  Moreover, if these are used in conjunction with stand alone tools and paper based systems, its easy to see how the gathering and analysis  of key project data could be a protracted process and by the time senior executives have tried to make sense of it all it’s probably out of date.

It is the lack of standardised tools and processes that enable senior executives to make the right decisions about their portfolio of projects and to understand how and why certain decisions have been made. Project Portfolio Management tools are seen as essential today as all businesses large or small are faced with the increasing complexities of managing multiple project environments and the importance of having visibility of key business information as it happens cannot be emphasised enough.

Project Portfolio Management tools will deliver many benefits, but crucially they provide executives with real time information regarding the health of the portfolio of projects such as tracking milestones, budget performance and inter-project dependencies enabling you to identify potential slippages, or problems before they arise. Project Portfolio Management tools provide senior executives with the right information at the right time in order to effectively understand the present position of the business.

To learn more about how your business can benefit from our  Project Portfolio Management software, simply click on the following link to sign up for your free trial: http://www.atlantic-ec.com/register_for_demo/

Vannesa Borowicz

My comments and insights are based on the knowledge and experience I have gained over the last ten years working at Atlantic Global Plc which spans, marketing, managing user groups and events, selling and implementing project management solutions within SME’s and Corporate IT departments. My aim is to give readers some sense of the value and benefits the practical application and usage of project management can bring to your business.

The thing is, many business still operate their resource allocation processes verbally or informally and to make matters even more difficult, many rely on spreadsheets or manual based systems. These processes limit the businesses ability to optimise staffing levels, resulting in poor resource utilisation levels, skills shortages which prevents business from:

• Ensuring the right staff are allocated to the right jobs at the right time.
• Identifying potential resource bottlenecks.
• Understanding if the business has the capability to take on new projects.
• Modelling multiple resource scenarios.
• Ensuring your resources are working towards the achievement of the business’s strategic objectives.

For most organisations, there will be too many projects and not enough resources to carry them out effectively and if  the allocation of resources is done on a project by project basis there will little or no consideration for the implications this will have on the business as a whole.

In order for you to better understand your business’s resource capability you need a solution that can provide the following key components:

• A single, integrated resource and skills database, that enables you to search and select resources based on availability and the required skills or competencies.
• A scenario modelling capability that will enable your business to carry out multiple ‘what if’ scenarios to help you fine tune any assumptions about your future resource usage and is essential for planning and forecasting the future direction of your portfolio of projects.
• Dashboard visibility of resources, allowing you to align resources with organisational capacities, enabling you to drill down and up through capability management data enabling you to measure and monitor in real-time the internal and external resource demands.

To learn more about how your business can benefit from our Resource Management and  Project Portfolio Management software,  simply click on the following link to sign up for your free trial: http://www.atlantic-ec.com/register_for_demo/

Vannesa Borowicz

My comments and insights are based on the knowledge and experience I have gained over the last ten years working at Atlantic Global Plc which spans, marketing, managing user groups and events, selling and implementing project management solutions within SME’s and Corporate IT departments. My aim is to give readers some sense of the value and benefits the practical application and usage of project management can bring to your business.