January 2011

The Trouble with Continuous Multi-tasking, and How to Avoid It

Created by Journyx on January 3, 2011

Picture the following scenario: you have gone into a “quiet room” such as your office or den to write a long-term program or project plan that you have been meaning to get to for several weeks. The plan requires your full concentration, and it has taken you say three plus weeks to get to because of short-term issues and urgent requests from others that have continually taken priority.

‘Today’ is the first day you have managed to budget or decided to set aside time to work on it. You are fifteen minutes into your task, but you find yourself struggling to concentrate on it. Your mind wanders. Then you see an email come into the Inbox on your computer and also your mobile device, which you have put on the desk in full view – both flash at you with the new message alert. Without thinking twice, you open the email, digest its contents and click Reply. Upon finishing your response, you check something loosely related to it that you were working on last week…and in the space of twenty minutes you are disconnected mentally from writing the plan you set yourself the task of completing today… does scenario this seem all to familiar?

Take a moment to consider how much of your time at work you spend responding to ad-hoc tasks while having multiple tasks in progress at once, and compare this to the time you spend on what you consider to be your most important tasks. Does the balance of what you do match up with how you want it to be?

It is arguably true that we are all faced with more and more pressures to multi-task, particularly given the ease today with which we can be contacted, and with which we can contact others. Tackling several tasks in parallel can give us a feeling of high productivity (after all, it means we are achieving several things simultaneously, right?), but if we continually multi-task we may end up lacking the appropriate level of focus on the “must do” or important tasks we need to complete, and we may find it difficult to concentrate fully on these specific tasks when we need to.

Thanks to ICPM for this great article. Read the rest here.

Do you live in Houston?

Created by Journyx on January 4, 2011

If so, we'd love to have you come to hear Journyx CEO Curt Finch speak at the PMI Houston chapter on January 11 \& 12. He will present "Is An Agile PMO Possible?" More details and registration information can be found at the PMI Houston web site.

Questions? Want to book Curt to speak to your group? Contact Whitney at whitney@journyx.com.

How to Automate Payroll

Created by Journyx on January 5, 2011

The American Payroll Association (APA) estimates that automation reduces payroll processing costs by as much as 80 percent, much of that from reducing errors in invoices and paychecks. A 2009 study commissioned for APA by the Hackett Group found that 90 percent of organizations now have paperless payroll distribution because of the advent of direct deposit and payment cards. In addition, the study found that 58 percent of employees nationwide were taking advantage of self-service features to enter personal data into automated payroll systems.

One of the reasons businesses have been moving to automate payroll is compliance with stricter financial regulations, such as the Sarbanes-Oxley Act of 2003. Such regulation is critical to the future of payroll; however, it can make life a lot more difficult for companies. If a payroll professional allows paychecks to be calculated incorrectly, affecting the company’s financial statements and confusing stakeholders, it may mean the company will have to pay penalties. Automated processes, however, are more likely to be consistently performed.

When should a small business automate payroll? “As soon as you have enough hourly employees in the company that you can’t easily just look and see them and see how much they’re working,” advises Curt Finch, CEO of Journyx, a provider of Web-based time, expense, and project tracking solutions.

The following guide will review the benefits of payroll automation and some of the options for automated payroll solutions or services... read the rest of this article featured in Inc Magazine here.

CIOs in 2011: The IT Roles and Strategies in High Demand

Created by Journyx on January 7, 2011

CIOs have finally emerged from the dark days of budget-slashing, cost-cutting and headcount-reducing. The metaphorical knives, axes and saws can all be put away.

A recent Forrester Research survey of 140 IT decision-makers found that the demand for "cost reduction" related IT roles and strategies have ebbed: 58 percent of respondents stated that reducing costs has decreased.

"Most IT leaders have been aggressively reducing costs over the past few years and already have the expertise in-house to continue this," writes Forrester analyst Marc Cecere, in a new report: "What's Driving Demand for Key IT Roles?"

For CIOs and their IT shops, now is the time to execute and deliver.

When asked what was the primary driver behind increased demand at their company, here's how the respondents' answers broke down: 26 percent—improve execution of products and services; 22 percent—more consistent processes and services; 20 percent—business growth; and 17 percent—build new capabilities for processes and technologies.

"This was no surprise," writes Cecere, "as the need to improve IT process execution is at the top of most CIOs' priority lists."

This growth in demand for execution, consistency and business growth will affect several key roles inside today's IT shops. According to the Forrester survey:

Improved execution affects portfolio management and project management roles. Respondents reported "execution" as the primary driver for increased growth in project management (44 percent) and portfolio management (36 percent) roles. Cecere writes: "Improved execution drives the need for stronger project managers and a portfolio management function that can allocate resources effectively while killing off bad ideas quickly."

Increased consistency drives demand for service management and process design roles. "One in three reported that increasing the consistency of processes and services was the primary driver for increased demand of service management and process design roles," states the report. "To build more consistent processes, you need people who understand how services are designed, sourced and executed, as well as highly specialized people to design the processes that enable these services."

Business growth increases demand for client-relationship management roles. Cecere notes that business growth necessitated a strong need for client-relationship management roles among the respondents (36 percent). Following that were strategy/planning and data experts, at approximately one in four. "Supporting business growth requires people who specialize in managing the relationship with business leaders," he adds, "as well as people with expertise in strategy, data and business analysis."

Thanks to CIO Magazine for this article.

The Adventures of Dan the Project Management Man

Created by Journyx on January 10, 2011

Taking Risks

The chocolate coffee sat on my desk – untouched. I was staring past my computer screen trying to determine if I should commit to a delivery date with my client or let them know about a potential risk to their schedule. Once the commitment to the Go Live date was made then the client would begin to schedule their resources.

How much should I let the client know? Should I say anything at all? How much of a risk to the schedule would this be? 1 day? 2 days? 3 weeks?

The revenue to be recognized on this project would put me over 1 million dollars for the quarter. No other project manager had accomplished this feat. The temptation to take on the risk was strong. This was my chance to stand out as a project manager.

I thought through the issues and considered the likelihood that the risk would occur. If the risk occurred I needed to know what I was going to say. I had to find out if there was a work around. I had to determine the work effort needed. I had to determine if we had enough time to implement the work around. If everything went well, the project would have a great chance of going live on time.

Once I noticed the number of "if" statements, I began to lose confidence in taking the risk.

I made a few calls to my colleagues. Some felt the risk was okay to accept. Others warned against it. I needed a plan in case the workaround didn’t work. I felt pressure to make good risk decisions. I felt pressure to follow best practices. I felt pressure to bring in as much revenue this quarter as possible. I imagined the pride I would have if I reached the million dollar goal. I let out a deep breath and tried to think clearly.

I made a mental list again of everything that had to go right. I began to realize that everything had to go right or I was going to have an unhappy client and an unhappy PMO. My decision was made – this wasn’t a risk worth taking.

The client was glad to know the project was being extended because they didn’t feel they were ready. The PMO agreed with my decision. Although we needed the revenue, they would rather have a satisfied client than an immediate bump in revenue. My manager appreciated my honesty and thought I had made the best decision.

I took a drink of my cold chocolate coffee and realized that being a good risk manager sometimes means not taking a risk – and that project success is about more than reaching some arbitrary goal.

Project Management Firm Wants to Build NFL Stadium in Downtown LA

Created by Journyx on January 12, 2011

Dream job or potential for disaster?

The developers who want to build an NFL stadium in downtown Los Angeles unveiled renderings of proposed designs for the sports and convention complex.

Tim Romani, president of the project management firm ICON Venue Group, promised Wednesday that AEG's project would come in at under $1 billion.

The plan would be to tear down the West Hall of the Los Angeles Convention Center to make room for a stadium and build a replacement in under a year.

Including Staples Center and the LA Live hotel and retail complex, the proposal would bring some 100,000 contiguous acres of downtown under AEG's management.

See the rendering of the new stadium here.

How Bad Project Managers are Killing the Profession

Created by Journyx on January 14, 2011

I often sit in meetings and either being the PM or the development manager I see eyes roll when you discuss project management. This response is sometimes baffling and also is somewhat warranted in certain cases. In this article I will attempt to lay the groundwork on why there is an internal destruction of the project management profession by some of it own members and what we can do about it.

The profession has a number of current and future challenges that we must address.

Current Challenges

The first comment I like to refer to is the statement "The PM is just a note taker."

As in every project it is essential that a complete and current status is always available to senior management but there always has to be a fine line. In today's resource constrained world the project team does not react well to people who do add value at any level. It is essential that the PM fully understands this mentality and in order to lead your team you must BE involved . I see too often people take on the PM mantle and place a divide between them and the team. The PM wants the project to move and has too many things to watch. In this case the PM must know when to intervene and use monitoring tools, both hard and soft, to identify issues before they arise.

The second comment is "The PM speaks in lingo I cannot understand."

Read the rest of this article at Project Times.

Hot Off the Press! Journyx Launches 2011 ProjectXecute Webinar Series for Project Managers

Created by Journyx on January 12, 2011

Journyx Launches 2011 ProjectXecute Webinar Series for Project Managers

Webinars Offer Valuable PDUs Free of Charge

AUSTIN, TEXAS (January 12, 2011) – Journyx today announces the launch of the 2011 Journyx ProjectXecute Webinar Series, a line-up of live and on-demand content from skilled presenters with real world experience. The free educational webinars will help professionals further their project management careers, as well as provide Professional Development Units (PDUs).

The Webinar series will be continuously updated and augmented throughout the year. The current sessions scheduled include:

• Turning Around Failing Projects
• Extending Microsoft Project
• 3 Critical Components of Project Success
• What Does it Take to be a Great Project Manager?
• The PMO: Strategy-Discipline-Execution-Value
• Top 5 Ways to Alleviate the Chaos of Managing Multiple Projects
• Implementing an Enterprise PMO for Competitive Advantage
• PMO Strategies to Become \& Remain Relevant in Today's Fast-Paced World
• Agile is Not Only for Software Projects - Getting Agile Right the First Time
• How to Acquire \& Exercise Project Authority
• Social Media for Project Managers

Presenters include Dan Vickers, PMP, project leader at CS STARS; Orlando Lugo, MPM, PMP, CBM, director of project management at Triad Digital Media; Rick Morris, PMP, MPM, principal at R2 Consulting; Darryl Raynor, PMP, MBA, managing director at Data Analysis \& Results and many more.

“The project management field is highly competitive and requires professionals to constantly learn the latest skills to remain at the top of their game,” said Curt Finch, CEO of Journyx. “We’re proud to offer this convenient webinar series to project managers so they can earn PDUs from the convenience of their own office completely free of charge.”

The webinars are offered on many dates and times to accommodate busy schedules. The full line-up along with registration information can be found at http://projectxecute.com/webinars.html.

About Journyx, Inc.
Journyx helps customers intelligently invest their time and resources to achieve per-person, per-project profitability. Journyx ProjectXecute is the leader in cross-project resource optimization, breaking down the who, what and when of resource management allocation across the enterprise.

Follow Journyx:
• Online: http://projectxecute.com/
• Blog: http://www.project-management-blog.com
• Facebook: http://www.facebook.com/journyx
• LinkedIn: http://tinyurl.com/37hreuz
• Twitter: http://twitter.com/journyxinc

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The Adventures of Dan the Project Management Man

Created by Journyx on January 17, 2011

Team Conflict

“I won’t work with Jocelyn on this project. You have to find someone else!”

“Okay, Dora. I will think about what can be done.”

I frankly didn’t understand the reasons for the dislike between Dora and Jocelyn. They are both very smart, very determined to do their best for the client, and very capable of delivering a quality product and service. Personally, I felt their dislikes were rather unprofessional. I had to find a workable solution without dismissing their personal feelings. I valued the work and relationships with both team members.

I thought about various solutions. My first thought was that they should put their personal differences aside and approach the project as professionals. My second thought was that I did not have a full understanding of why there was such a personal dislike between them. My third thought was that I needed to find out some of the reasons for their dislike so that I could better manage the team and the project.

I soon discovered that they both felt their professional worth was threatened by the success of the other. They had differing opinions of how to approach a client. Jocelyn was in Client Support and Dora was in Sales.

There was no easy solution. Ultimately, they needed to value each other’s role and each other’s work on this project.

I had an idea. As I spoke to each one, I began to represent the other’s views as my own, using open-ended questions. I wanted them to at least think through the other person’s concerns in a non-threatening way. They soon discovered on their own that the other viewpoint had some merits.

We stayed together as a team on the project. The personality conflict was not resolved, but the door of cooperation and understanding was starting to open.

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There are many books written on conflict negotiation. There are several techniques for dealing with this issue. Because of the human element, no two conflicts are the same. There are no designated scripts to get you through each one. Conflict-resolution is a technique and an art. Discovering how you handle your own conflicts will help you become better at managing conflicts on your team.

Managing Your Company’s SAS 70 Audit

Created by Journyx on January 19, 2011

SAS 70 audits are a relatively new business mandate, but they are coming on strong and fast. If your company provides services to publicly-traded companies (including software-as-a-service), chances are customers and prospects have already begun to ask for your SAS 70 audit report. Companies providing services such as payroll processing, benefits administration, and claims processing, as well as application service providers, are facing the need for a SAS 70 audit.

SAS 70 audits significantly impact your company’s operations and market position; hence, they require careful management. This article will briefly describe what SAS 70 audits are, who needs to undergo them, and why. It will make the case for good project management of the audit process. It will also describe the basic phases and activities of the audit process, from beginning to end.

Why You May Need to be Audited

The Sarbanes-Oxley (SOX) Act holds officers of publicly-traded companies responsible for the fairness and completeness of their company’s financial statements. The quality of these statements depends on a company’s internal controls—processes designed to meet objectives for financial reporting reliability, operational effectiveness and efficiency, and compliance with applicable laws and regulations. The SOX act requires that signing officers evaluate these controls and report any deficiencies.

If your company’s services could impact the financial statements of a SOX-affected customer in any way, your company’s controls must be covered in that customer’s controls audit. This is a daunting prospect; service providers with multiple SOX-affected customers could go out of business responding to audit after audit. The SAS 70 audit is designed to solve that problem. A service provider can choose to undergo only the SAS 70 audit, and then simply send the audit report to any of their customer’s auditors who request it.

Read the rest of this very informative article at ICPM.

Project Governance: Portfolio Management, Program Management, and the Project Director

Created by Journyx on January 21, 2011

Projects are a very effective way of creating the new products, services or results required by organisations to effect change. The concept of a project is well understood, as are the roles and responsibilities of the project manager. A range of international standards exist defining project management processes, with the PMBOK® Guide being the most widely distributed. Despite the range of standards, there is general agreement and consistency across cultures and languages. But projects are only the building blocks of organisational change and improvement, other management structures determine what projects should be undertaken and how their outputs will be used to create beneficial outcomes and value.

The purpose of this article is to look at the three main management processes that govern the project processes; Portfolio management, Program management and the role of Project Directors as the managers of project managers.

Portfolio Management

Portfolio management is, or should be, a collective process undertaken by the senior managers within an organisation to select the best mix of projects and programs to achieve the organisations short, medium and long term objectives. Every organisation is constrained by the available funding, the available resources and its inherent capabilities; so for every project selected or continued many others are rejected.

This process defines the organisation for the future; the correct mix keeps the organisation functioning in the present, builds on existing strengths for the mid-term and creates new opportunities for the future. Taking a too conservative and risk adverse stance guarantees others will seize the future and the organisation will fade into insignificance or failure. Taking on too many risks can destroy the business in the short term.

The Adventures of Dan the Project Manager Man

Created by Journyx on January 24, 2011

Delegation Dilemma

I was having a stressful day. My project portfolio was bulging, my calendar was full, and the team was looking to me for direction. I had task lists for this project and for that project and for the projects over there. I was beginning to feel overwhelmed. I needed some help with my tasks. But where do I begin? How do I get someone up to speed quickly and then turn the tasks over to them? Could they do a good job with these tasks?

I wanted to do all of the tasks. I didn’t want to teach someone else how to do my work. I was valuable to the company and I just needed others to notice. I found a lot of satisfaction in completing all tasks assigned to me.

The problem soon became evident. There were too many tasks and not enough of me. I really didn’t want to admit what I thought was defeat and ask for help.

I called Ryan, my project mentor.

“Dan, you have to find someone and delegate some of your tasks to them,” he said.
“But these are my tasks, Ryan.”
“Dan, this is what I need you to do. I want you to name two people that you think can do a quality job on some of these tasks. Next, I want you to schedule 1 hour with each of them and review the tasks that need completion. Then have each of them give you their plan for how they will accomplish these tasks. Make sure you are in agreement with their plans. And then give them a deadline on when these tasks need to be completed. Once these tasks are completed successfully then I want you to give them new tasks. I want you to continue this until you have no more than 6 hours of project tasks scheduled for yourself each day.”

I followed Ryan’s advice. I don’t understand exactly how the math works, but I found out that delegating tasks to others allowed me to complete projects faster. The task list for each project was smaller than before and the tasks were being completed more quickly. At the same time, my team members began to grow in their ability to do these tasks and I found that I didn’t need to work overtime.

Ryan helped me to realize that being a project hero is not about me doing all the tasks myself. Being a real project hero involves teaching and delegating to others so that projects get completed quicker. Task delegation benefits me, it benefits others and it benefits the project.

Task delegation soon became an essential tool in my Dan the Project Manager Man tool belt.

About the Author:

Dan Vickers PMP
Project Manager/Program Manager/Implementation Leader
CS STARS LLC (a Marsh Company)

Dan Vickers, a project leader at CS STARS, has worked with a wide variety of clients in multiple industries: Banking, Insurance, Staffing, and Manufacturing. He began in project management in 1996, was certified as a PMP in 2003, and has led hundreds of projects from start to finish. He works in a fast-moving, multi-client, multi-team environment delivering risk management software solutions to clients across the country at CS STARS. He currently performs program management for numerous projects in an effort to efficiently impact the organization’s bottom line. In addition, he leads project management webinars to other project managers from around the world. Managing multiple projects simultaneously and effectively is his way of life.

How Journyx’s Integrated Solutions Improved Visibility into Company Resources

Created by Journyx on January 26, 2011

General Systems Solutions, subsidiary of triVIN
Joe Quaratella, CTO

“We needed a better tool for payroll, human resources and time reporting, which led us to evaluate Journyx Timesheet. We are a project-based company, so on the technology side, we had a custom project database, but it did not integrate with Microsoft Project Server. Any effort we spent in MS Project Server had to be manually duplicated in the homegrown system. It’s been my goal to give my staff a tool that provides increased visibility into what our resources are working on. We were also interested in the continual improvement of our project management processes in regards to how we manage and track our resources. My first priority was to find a tool that optimized our resources. Others in the company were most concerned about finding a tool for HR and payroll. Journyx satisfied both of these goals.

Journyx ProjectXecute not only integrates with Microsoft Project Server, but helps us plan our resource allocation going forward. In the past, time tracking was a static worksheet type of activity for us. Now we have a tool that projects resource time and lets project managers know when a particular resource is available or already earmarked for another project. Resource management is very important to us. Journyx ProjectXecute provides increased visibility to management, showing that our resources are working on the right projects, for the right amount of time, and in the best way for the company.

Finally, I wanted a tool that would not dramatically increase administrative time for the project managers. ProjectXecute is a new tool for us and certainly there will be ‘ramp up’ time at the beginning, but I’m confident that we can build an effective process around Journyx ProjectXecute. Finding a time and project tracking solution which also enables continual improvement of our project and resource management functions would be a win all-around. This potential is what we found with Journyx.”

About triVIN
triVIN designs state-of-the-art automated tools that improve the accuracy and efficiency of motor vehicle processing, and lien and title management. TriVIN is committed, through partnerships with motor vehicle jurisdictions, to making motor vehicle credentialing and electronic lien and title administration more accessible, more convenient, and easier for companies and citizens alike. www.trivininc.com

3 IT Tools You Can't Live Without

Created by Journyx on January 28, 2011

As the economy continues to improve, allowing us to feel a sense of hope that the worst is behind us, it's still critical for business owners to make sure they're making smart decisions about technology. After all, if the recession taught us anything, it's that we must be cognizant of cash flow, and make sure that our purchases are really worth the money and will help our businesses to realize maximum ROI.

The technology industry has held a great interest for me since the early 80s, and in that time, I've learned that some tools are "one hit wonders" and will come and go without fanfare, while others become truly integrated and vital to business operations.

The tools that prove themselves critical are the ones that keep a company running smoothly; tools that provide efficiency, security and convenience. I've come up with a list of three tools that are critical to my company and help things run smoothly around here. I'm sure there are more than these three, but if I stop and think about which tools have helped me the most, these definitely rise to the top.

Critical Tool No. 1 - Command Line Interface

The unique and invaluable command line interface (CLI) is one tool that I can't live without. CLI is defined as a means of communication between a program and its user, based solely on textual input and output. Commands are input with the help of a keyboard or similar device and are interpreted and executed by the program. Results are output as text or graphics to the terminal.

CLIs usually provide greater flexibility than graphical user interfaces (GUIs), which requires the use of a mouse pointer to click on options, at the cost of being harder for the novice to use.

The simplest way I can explain the benefits of the CLI is to relate it to iTunes. There have been occasions when I've needed to edit the album name for all songs in that album. Initially, I thought that I had to select each song individually, type in the desired album title, and repeat this for every track. After a couple minutes of this tedious process, however, I realized that by selecting all the tracks, right-clicking and selecting "Get Info," I could type in my desired album title and each song would be updated instantly. A command line interface works in this same way.

The more efficient CLI is a bit like a "macro on steroids" -- a macro being a set of instructions that is represented in an abbreviated format. It's used whenever a large vocabulary of commands or queries, coupled with a wide or arbitrary range of options, can be entered more rapidly with text than with a pure GUI.

A GUI uses windows, icons and menus to carry out commands such as opening files, deleting and moving files, etc. Many GUI operating systems are controlled by using a mouse, although the keyboard can also be utilized with shortcuts or arrow keys.

While a GUI's simpler format is more accessible to new users, the CLI requires a bit more memorization and familiarity in order to successfully navigate and operate the interface. However, once a user has this familiarity down, there are benefits to the CLI that make it, in my opinion, a great deal more efficient than its graphical opposition.

CLI users need only to execute a few lines on their keyboard to perform a task, so they are able to get tasks done much faster than even an advanced GUI user. The CLI interface also enables a user to easily script a sequence of commands to perform a task or execute a program. While GUIs can allow users to create shortcuts, the graphical interface doesn't even come close in comparison to the "macro on steroids" effect that a command line interface has.

I prefer the CLI, but people who are more visual or who prefer a more "user-friendly" system will likely lean toward a graphical user interface. The important thing is to determine the exact task you are trying to accomplish and consider both options to decide which interface would be best for you.

Critical Tool No. 2 - Nagios

Read the rest here...

The Adventures of Dan the Project Management Man

Created by Journyx on January 31, 2011

Mismanagement 101

“Dan, why is this project going to be late?”

I tried to explain.

“That’s not good enough, Dan. I want you to call your client, read this section of the contract to them, tell them this is what we are doing, and then get this project closed!”

“But you don’t understand, Carol,” I protested.

“You don’t understand, Dan. You have a responsibility to close projects. And I have a responsibility to make sure you close projects.”

“What about the client?” I asked. “Shouldn’t they have a say in this?”

“They had their say when they signed the contract!”

I hung up the phone and just sat there, fuming. Yes, the client signed the contract, but at that time they didn’t understand the deliverables as much as they do now and they needed a change. I called Carol back.

“Would you be willing to review this piece of the project with the client?”

“Sure,” she said. “I’ll make sure they understand the limits of our obligation on this deliverable.”

I set up the call. Carol tried to smartly move the client to agree with her that we were only delivering on our obligation in the contract. The client shot back, explained to her their needs and asked for the name of her supervisor. They didn’t appreciate their vendor telling them what they were limited to in their contract when they clearly had additional business needs. Carol was flabbergasted, apologetic and tried to suppress her anger. I pursed my lips and hid my feelings.

Carol’s manager agreed that we needed to address the business needs of the client. Carol didn’t speak with me again for a long time. She had me send her project updates via email.

I learned something from Carol – the wrong attitude is always the wrong approach. The client has a right to have a product that meets their needs as long as we feel we are being properly compensated. I found another tool to put in my “Dan the Project Manager Man tool belt”: project management sometimes involves managing upwards to management as well as managing outwards to clients.

About the Author:

Dan Vickers PMP
Project Manager/Program Manager/Implementation Leader
CS STARS LLC (a Marsh Company)

Dan Vickers, a project leader at CS STARS, has worked with a wide variety of clients in multiple industries: Banking, Insurance, Staffing, and Manufacturing. He began in project management in 1996, was certified as a PMP in 2003, and has led hundreds of projects from start to finish. He works in a fast-moving, multi-client, multi-team environment delivering risk management software solutions to clients across the country at CS STARS. He currently performs program management for numerous projects in an effort to efficiently impact the organization’s bottom line. In addition, he leads project management webinars to other project managers from around the world. Managing multiple projects simultaneously and effectively is his way of life.