5

Take Control of Unruly Meetings

Meetings are an inescapable part of modern working life, and leading effective meetings is a powerful leadership skill. When we talk to colleagues and clients about their experiences leading meetings, one of the biggest difficulties they share is keeping control of discussions amid challenging behaviors.

Here are some statements from respondents to a recent survey we did that reflect this difficulty:

  • Master how to tactfully and gracefully maintain (or regain) control of the meeting when one person has derailed it.
  • Learn tools to diffuse heated discussions like disagreements on next steps or passionate points of view or tangents that derail the agenda.
  • Learn how to move the meeting in the right direction without making anyone feel unheard.

To disarm difficult behaviors, read on for our three-step process that will elevate your meetings from chaotic to collaborative.

STEP ONE: Recognize nonproductive behaviors

Working for years with dynamic, growing organizations, we’ve identified five archetypes that represent some of the most common difficult meeting behaviors. In our live workshops, we get nods of recognition and sheepish raised hands when we share these archetypes and ask who sees themselves (and others!) in the descriptions.

Here are the first three archetypes. Do you tend to hold back in meetings even when you have information or an opinion that can help? We call that archetype The Watcher. How about those who share their opinion insistently, forgetting to listen to other voices? That’s The Know-It-All. Personally, I tend to repeat or restate what others say, imagining I’m lending my support or  helping others to better understand. Being The Repeater might be helpful sometimes, but it can quickly get annoying. When we see our own opportunities for improvement, we can work on doing better and even find compassion for others.

STEP TWO: Rein in unruly behavior with judicious meeting facilitation

Most of the survey statements above reflect a desire for high-quality facilitation skills and tools, and we have facilitation guidelines that target the five archetypes. 

For example, how do you regain control of the room with folks who interrupt and digress? We call this fourth archetype The Off-Tracker because they have trouble staying on topic and may dominate the conversation. We’ve got a three-part solution that works with anyone who tends to interrupt or dominate the discussion:

  1. Interrupt with tact. “Let me stop you there” or “Hold that thought” lets you retake control with grace.
  2. Validate using a “parking lot.” Make sure the person feels heard with phrases like “That’s a good idea” or “Interesting thought.” Then capture that idea or thought on a whiteboard or in a shared document that you return to at the end of the meeting. For each point listed on the parking lot, identify it as no longer an issue, to be discussed at a future meeting, or assigned as an action item to someone.
  3. Redirect with your agenda. Always have a desired meeting outcome and an agenda you can point to, ideally with  specific time allocated for each topic. With an agenda, you can say “We better get back to the topic at hand before we run out of time.” Alternatively, as a meeting facilitator, you can choose to let the conversation continue if you think it’s important to the meeting’s desired outcomes.

STEP THREE: Leverage the strengths and talents of each archetype

Flip the script to elevate your meetings into high-performing collaborations. By consciously focusing on the positive, constructive attributes of each archetype, you can create opportunities for all your participants to shine. 

For example, let’s take a look at The Naysayer, our final archetype. This archetype is always looking for the downside in an opportunity, the flaws in an argument, and the worst case in a situation. They may never show enthusiasm for an idea or offer constructive suggestions for improvement. What might be the strengths and talents of this behavior?

Consider rebranding The Naysayer as The Questioner—the one who excels at asking questions that no one else considers. Harnessing their ability to find flaws, poke holes in ideas, and identify risks and downsides  can make your solutions better. They just want to make sure someone has heard and considered their concerns and often don’t need to know how their concerns are being addressed. You might ask them to quantify a risk so you understand its likelihood, and you can also ask for possible solutions if the risk warrants it. When asked, they can have creative and effective solutions to the issues they raise.

There you have it—a bit of our secret sauce to turn those unruly meetings into collaborative win-win sessions. Use our downloadable resource The Flipside in Meetings to help you recognize archetype behaviors and practice disarming the challenging and leveraging the strength in each.

Uncategorized - 11/18/2023

5 Principles to Live By to Achieve Project Success No Matter What Your Role Is

Do you find yourself managing projects when your primary role isn’t formally “project manager”?  At work, it could be a new accounting system, marketing effort, or new process. At home, it could be a vacation, a group outing, or building a shed like I did recently. It was as much a project as anything I was doing at work.

Regardless of its scope or formality, your project has a higher likelihood of success if you apply these five key principles to your efforts.

  Principle 1: Define What You’re Doing

Anyone who invests time or money in the project should understand the project and its scope to prevent roadblocks or disagreements down the road. I briefly define my projects in two or three sentences.  For example, "My car doesn’t fit in my garage because my bicycles and tools are taking up too much space. I’m building a shed in my backyard so that I can both store my toys and park my car." I like to use "so that" in my project definitions as part of the justification. For more formal projects, I create a one-page Project Summary that includes other key information.

Principle 2: Know Your Stakeholders

In the project management world, we call anyone impacted by project outcomes “stakeholders.” Some may know they’re impacted while others may not. The latter group might catch you by surprise later with their opinions and needs, so you want to tease them out and share your project definition as early as possible.  

I use a Stakeholder List to get input on stakeholders and build communication plans. Don’t forget the often-forgotten support teams like legal, finance, or customer success! The earlier you involve them the better in my experience (even if it’s a courtesy heads-up). 

For my shed project, it was obvious that my spouse and the builder cared about the shed. However, did I think about potential neighbor concerns about noise or views? Would my children complain about moving their bicycles to the back?  I spoke to them early to understand their concerns and get their buy-in up front.

Principle 3: Guesstimate the Timeline

Many factors go into estimating the time to complete a project (all of which are likely to change over time). The first trick is to define tasks at the broadest level that’s understandable yet not too difficult to estimate.  When I feel good about the task definition and time guesstimate, I then consider dependencies by asking myself, “Are there deliverables from others that could impact my project tasks?” 

In a home project like building a shed, estimating the task time may not seem like a big deal. However, it might be if you live in a stormy climate. How long will it take to order construction materials? To build the foundation and the structure? Is the contractor available if you're not building it yourself? Will you be done before the first rains?

It's become more and more acceptable not to create exact time estimates for projects. In fact, it’s often unrealistic. However, in my view, it’s worth the effort to sketch out the broadest level of tasks, guesstimate the time to complete them, and understand the dependencies at the outset.  Your stakeholders will appreciate it.

Principle 4: Drive Decisions Effectively

I’ve learned that decision-making is the single most important aspect of a successful project. It’s what throws many projects off course.  Keep tabs on what major decisions need to be made and who is ultimately making those project decisions. 

I keep an ongoing list of open questions and decisions for my projects. Some clients use a decision-making process that includes role frameworks such as DACI (Driver/Approver/Contributor/Informed) to guide particularly complex decisions. Even if you’re not this formal, I always recommend identifying who needs to be involved and who’s making the decision.  Choose a framework that fits the culture and needs of your team and decision-makers.

My shed project had many decisions and questions.  I didn’t really care about the design decisions. As long as it fit in the space we allocated, my spouse was in charge of the design. However, I cared about the spend, so we both needed to approve the expenses. We agreed to this before we began.

Principle 5: Be Flexible During Execution

One of the greatest gifts of the Agile software-development movement is the idea of a flexible mindset. Unless you’re leading a project with well-known milestones and tasks, it’s highly likely that your project will evolve over time.  More important than a plan that you stick to is a plan that can respond to change.  

Good project managers create “operating mechanisms” to anticipate and respond to the unexpected. They’ll have a value-added check-in rhythm and real-time risk assessment tools ready to catch and manage issues.

While we had a good plan for the shed project, we ran into unexpected rocks under the surface that required different tools and effort.  Yep, that took more time and labor than we had anticipated.  Luckily, we built a schedule buffer and completed it before the rains!

Start Now and Learn More

Whether you write them down or just think about them, couple these five principles with excellent communication and I promise you will be on the path to project success.

If you enjoyed these tips, sign up for CTWTC’s newsletter so you don’t miss a future post or learning event announcement. CW Training and Consulting specializes in hands-on, interactive project and process management workshops customized to your needs. 

Uncategorized - 07/10/2023

How To Make Meetings Work For Everyone

A quick Google search reveals that anywhere from 25 to more than 50 percent of the average workday is spent in meetings. That’s a lot of talk time!  The challenge is that much of that meeting time is unproductive.   

And yet, there are good reasons to have meetings. We get together to solve problems, collaborate, gain buy-in, and build relationships. So, how do you make those necessary meetings more productive? Remember to model "Basic Meeting Hygiene” and second, anticipate and respect each other’s meeting preferences.

Basic Meeting Hygiene Reminders

Don’t give up on the basics!  They may be elementary, but it’s surprising how often they’re neglected. Whenever three or more people get together, have a meeting agenda (that you stick to) and an agreed-upon meeting objective. Invite only critical people. Why critical people? It’s a poor use of time to attend meetings just to find out what’s going on. If someone is optional, don’t invite them. Instead, send meeting notes or a recording to anyone who has an interest in the discussion or decisions. For more formal meetings, proactively assign a notetaker to document what was discussed, capture action items, and note off-topic items that can be handled outside the meeting. 

Anticipate and Respect Each Other’s Meeting Preferences

A more nuanced but equally powerful way to boost meeting productivity is to know each other’s preferences for processing information, interacting, and making decisions.

Some people prefer having time to prepare before a meeting and time to think before speaking up in the meeting. Others want to cut to the chase, nail things down, and move on. Still others do best when there’s an opportunity to connect and nurture relationships before getting down to the meeting’s business. Do you know the meeting preferences of the people on your team?  Do they know yours?  What do your decision-makers need?  

Jenny and I like to use Wiley’s Everything DiSC® model when thinking about meeting behavior. Everything DiSC® is an assessment-based learning experience where you receive personalized insights into your basic work style and preferences. Our Everything DiSC® Workplace workshop helps participants deepen their understanding of themselves and others, with the goal of more effective collaboration. 

Not surprising to us, a person’s general approach to meetings lines up with their DiSC® style. A raised awareness of one another's style and preferences helps everyone’s meetings become more productive.

We’ve adapted content from the Everything DiSC® blog article “Make the Most of Meetings Using Work Style” to create a quick-reference guide based on the Everything DiSC® four styles (D, i, S, and C) and our deep experience as program managers.  

Do you recognize yourself or others in this Meeting Preferences guide?  

As an example, I fall into the Dominance quadrant and, yes, I prefer meetings with good Basic Meeting Hygiene. Like everyone, though, I’m a blend of styles. I want to get to the point but also enjoy social time at the beginning of meetings.  

I’ve also learned to give people who lean toward the Conscientiousness and Steadiness styles time to think and process before jumping in with my opinions.  

Make Meetings Work for Everyone Today

How do you make this real?  Here are some ideas: 

  • Practicing reading the preferences of the people you meet with frequently.
  • Ask for the objective and agenda in every meeting you attend as an ongoing practice.
  • Before the next team meeting you host, send advance reading or build in time to chat about the weekend for five minutes before diving in.
  • Do you host regular meetings? Take five minutes to ask for feedback!  

Meeting fundamentals are right there in front of us, yet it’s so easy to have unproductive meetings. Role modeling is one of the best ways to achieve change. Foster “Basic Meeting Hygiene,” communicate your meeting preferences, and practice reading others’ preferences. Better yet, reach out to us so we can host an Effective Meetings workshop for your team.

If you’d like to learn more about ways to improve team productivity, drop us a line at info@cwtrainingandconsulting.com. We’d be happy to explore solutions together.

Uncategorized - 04/04/2023

Layoffs: Helping Your Team Bounce Back

Silicon Valley is famous for its boom-and-bust cycles, and it sure seems like we’re in a bust phase right now. If you’re not actively managing a layoff, you’re likely leading people who are worrying about one or helping someone deal with one. 

We’ve been through a few of these cycles ourselves and know how challenging it can be to lead stressed and distracted teams. Read on for some professional skills development ideas from our popular workshop “Finding Resilience in the Face of Change” to help your team navigate during this difficult time.

A model describing a path through the uncertainty that comes with change.

A Model for Navigating Change

We like frameworks and we’re process people, so we put together this flowchart to describe a path through the uncertainty that comes with change.

When a stressful change comes along, we always recommend helping your team understand what’s happening and why. Understanding the change lays the groundwork for them to manage their responses in a more positive and less stressful manner.  

In the context of a layoff, it clearly matters and is not subject to influence by your team.  Therefore, we’d like to focus on: 1) reframing the experience to find some positives and 2) acknowledging and accepting the new reality.

How do you reframe a layoff?

Is it possible to see a different perspective that highlights some benefit or positive outcome in a layoff? That’s a tall order. 

But let’s say that your org didn’t directly lose headcount due to the layoff, but reductions elsewhere in the company impacted their responsibilities and project assignments.

  • Celebrate the successes before turning to new activities and challenges. This helps them step back and remember what they’re capable of.
  • Identify new skills and experiences they’ll have in their new assignments. Maybe they’ll have a chance to work with a new tool or technology, learning a valuable new skill. Or perhaps they’ll expand their networks and resources by working with new people.

This isn’t about trying to sugarcoat the situation. It’s looking for the big picture that enables you and your team to keep perspective and turn an unwelcome change into something that, if not positive, is at least neutral.

What does it look like to acknowledge and move forward?

Reframing only goes so far. A layoff is a big deal. Everyone will likely experience shock and loss. 

  • Acknowledge exactly how things will be different. What have you and your team lost? Guide them through those losses through private and group discussions. Allow yourself and your team the space to experience whatever emotions come up. Consider creating a non-work-related activity that gives the team a chance to productively express themselves.
  • Explore worst-case scenarios and do some contingency planning. One group of project managers we recently worked with was able to put some of their distraction and worry aside when they realized the most likely outcomes wouldn’t be all bad.
  • Help your team move forward. When you model “It is what it is” and focus on making the best of the current situation, your team often will follow. For example, if a systems project was discontinued because of the layoff, you may have to improve existing processes without the planned technology. Focus on making those process improvements the best they can be to move the team forward. 

Change is indeed constant and inevitable—especially in tech. Helping others understand the change and focus on what’s next can go a long way toward bouncing back.  

We want your thoughts! Do you have specific examples where you’ve helped your team navigate an unwanted change? Share your story below!

Uncategorized - 03/14/2023

Five Tips to Overcome the Layoff Workload and Work Smarter

According to layoffs.fyi over 142,000 U.S. employees lost their jobs so far in 2022 and it is climbing every day.  Cnchbase News estimates that over 85,000 of them are in the U.S. tech sector as of today (the links are updated - click through for current estimates).  This may be a first major downturn for some.  For others of us we look at each other and say, “here we go again.”  

As the impacts of layoffs hit, typically the workload of those remaining increases.  Many companies make efforts to prioritize, but as we saw from the whiplash of firing and hiring at Twitter (as a hyperbolic example), reality does not often match theory.  Layoffs are often tied to reorgs and uncertainty. Flush off a full employment economy, “the great resignation” and summer of “quiet quitting,” it may feel like the idea of a balanced life was a blip.  

This is the time to be ruthlessly efficient with your choices.  There’s no reason to pull late nights or eat at your desk.  You deserve a balanced life.  

CWTC's Top 5 time protectors

1) Ruthlessly Prioritize

Push back on your manager and their manager.  Push back on yourself (if you’re one of those people who find it difficult to say no).  I used to prepare for these types of talks with my manager by creating a list of my priorities and literally “drawing the line” of what I could and could not realistically accomplish in a given time period.  

Another way to prioritize is to make it practice to ask for input on whether something should be traded…not added when someone asks you to help them out.

This can be particularly difficult when you’re in a cross-functional role.  How frustrating can it be when you depend on someone who is not in your direct work group and they follow my advice?  This is the time to tie your needs to the strategy and priorities of the organization as whole. 

2) Be a Project Manager

We lifelong project managers joke that “life is a project.”  Right?!  Make the up front investment of time to plan out your deliverables so you have a realistic view of what it’s going to take.  Don’t stop at estimating how much of your time it may take, but also include people you will depend on from your team and other teams. 

What if you have unknowns?  Put placeholders in.  The goal is to have a sense of the big picture.  Across all of your priorities and not to get caught up in the minutia of planning. 

3) Eliminate Meetings

Be ruthless about your meeting choices.  If you’re asked to attend a meeting, ask yourself if you’re adding value?  If not, decline. Can someone else represent you?  If so, decline.  Can you provide feedback through an asynchronous document?  If so, propose it!  If live collaboration is critical, then keep the meeting.

If you are creating a meeting, keep the invitation to those who add value.  If someone wants to join you to stay in the know, record the meeting or take summary notes that you can share afterwards. 

4) Turn off those Notifications

It’s easy to get distracted by Slack, texts, emails and the like.  Block time for meeting free, heads down time to focus. I turn off all non-critical notifications and set aside time to scan and catch up later.  

You might even choose a channel for truly urgent requests.  For example, you could use Slack for everyday comms and train people to use your cell phone for urgent texts.  Let them know you’ll be out of pocket.

One last thing - I like to acknowledge receipt of information, but really. Do you need to? if there's action required, take and and don't file it for later. That helps you and reassures the requestor.

5) Take a Break

There's nothing better than taking a move break, even if it's a short walk around the block (or the office/house if the weather isn’t cooperative).  Fresh air does a body and a mind good.  You’ll be sharper when you return to your desk, I promise. 

I'm not making this up. Many studies have shown that walking boosts creativity.  Check out this one from Stanford University, which found that “A person's creative output increased by an average of 60 percent when walking.”  I’m a biker and I get all kinds of creative ideas when out on the road by myself. 

No alt text provided for this image

I love efficiency and could go on and on, but 5 seems like a nice round number.  Pick a one or two to try over the next week and see if it works for you.  Maybe even come up with a few of your own or chat with some co-workers about what they’re doing to stay sane. 

Bottom line?  Be strong!  Be careful with your commitments!  Protect that vibe of a balanced life.  You deserve it.  #worklifebalance #balancedlife

Uncategorized - 12/05/2022

Six Communication Tips for Project Success

You may have read articles on how good communication is critical to project success. So what is good communication? Here are our best tips to help you become an expert communicator on your project. Some of them even apply in life!

  1. Be clear and direct.

There’s nothing more frustrating for your listener than vague language and rambling. Know that sometimes your message may be difficult to hear, but softening the message too much doesn’t help. What helps is being clear and direct with facts, requests, and consequences. If you’re asking someone to work the weekend, make a direct request (“If you and I work this weekend, we can bring in the date. Are you able to do that?”) instead of a vague statement (“I wonder if there’s anything we can do to help bring in the date”). There’s an added benefit that you’re more likely to get a clear, direct response, too.

  1. Stand in your stakeholders’ shoes.

Describe the project status or a newly discovered issue from more than just your perspective. Address what your stakeholders care about and what their worries might be, including relevant context, and use specific, straightforward language — not jargon. If you’re sharing the news that your project date is slipping, your manager or sponsor will want to know that you understand why it happened and how you will prevent it from happening again. The same goes for good news. Show that you understand the why.

  1. Create a communication plan.

Even if your project is small or doesn’t impact many people, it’s worth your time to identify whom you’ll communicate to and the communication types, channels, and frequencies you’ll use. Your core working team might meet weekly and also have a Slack channel for quick questions and updates. The rest of your stakeholders might benefit from a monthly email update that you post on your project web page, too. And if you’re new to the company or the role, it’s worth checking around for standard communication tools and processes. You may not have to reinvent the wheel!

  1. Get to know the project sponsor’s communication style and needs. 

If you have a project sponsor, take the time to learn their style and preferences. Hands-on or hands-off? Slack or phone calls? Lots of detail or just a summary and specific asks? Your project sponsor is your best ally in setting you up for success, addressing any challenges, and ensuring project follow-through, so get to know them well.

  1. Don’t make it personal.

When there are challenges, describe what has to change through the lens of the process rather than making it personal. For example, instead of making it about you and a teammate (“Why didn’t you tell us you were running late? Did you think we didn’t need to know?”), focus on why being late is a problem, letting the process do the talking (“As a downstream partner, my team is impacted by this project, so we’d like to know as soon as you know that the project has slipped. Can you include us in your communications?”).

  1. Find appropriate ways to use humor.

If it fits with your style, find ways to infuse a little humor into your communications. It’ll go a long way to reducing stress, both yours and your audience’s, and makes the work environment a little more pleasant. Ask at least one other person to review your humor for appropriateness, though, and know your company’s culture so you don’t go overboard.

That’s it! Do these six tips for effective project communication consistently and your projects will run more smoothly.  Here’s to great success!

Uncategorized - 10/23/2021

Why Bother With Project Tasks?

Debbie here! I've worked with enough tech companies and startups to know that projects these days have to move fast and be ready to change course on a dime. While PMI (Project Management Institute) style planning is a good fit for many industries, the question "Why bother creating and estimating tasks?" is firmly targeted at those of you who work and thrive in highly changing environments. Why not just plow through the project?

Really? Might there be people (like perhaps your stakeholders) who want to know when your project will be done? Does anyone care if you're on track or not? Are there competing priorities? Is there a deadline? If the answers to these questions are "no," then kill the project. Otherwise, invest a little time to identify, estimate and manage your project tasks at the outset.

Expect your first swag at tasks to be a bit fuzzy at first. You can get clarity by digging into what the tasks are and how long they might take. It's not realistic for anyone to think that you're going to be perfectly accurate. Like anything, you will refine the project as the team delves into the work.

How detailed? How far should you break down the project work? A common rule of thumb is to break the work down to the level at which you can estimate effort. Another answer is, "it depends on your role." As a project manager, I like to get to the level at which I understand dependencies. As a team member, I break it down into more detailed "chunks of work" and create a hierarchy of tasks using an outline. I keep going until I feel like I understand what it will take to do the work.

By the way, I never communicate task level detail to leadership. Leaders usually want milestones, a nice summary of the tasks being managed by the team.

How do you estimate how long tasks will take? You have your tasks, now it's time to estimate how long they will take. I leverage past experience and projects to make my estimates - whether it's in my toolkit of experience or someone else's. I nearly always learn something new when I talk to peers and experts to help me with my estimates.

One common estimating technique is called "t-shirt sizing," borrowed from Agile project management. The idea is to make your best guess at whether the effort is small, medium or large before assigning detailed estimates. I strongly suggest that you define the t-shirt sizes at the outset. For example, Small is 1-2 days worth of effort, Medium is a week and Large is unclear but at least 2 weeks. T-shirt sizing is often done by a small, knowledgeable group.

Finally, don't confuse effort vs. duration. Be clear and consistent. Are your estimates for hands on time (effort) or calendar time (duration across the time available to do the work)? Project management software helps you manage both.

Are you done? NOT YET. Identifying the project tasks and estimating the effort and duration is just the start. However, if you do this well, the rest is easy.

I used a shed project as an example in earlier posts. It applies here as well. Task estimation may not seem like a big deal for building a shed. However, if you live with the potential of rain and snow it may be very important. How long will it take to order the supplies? How long will it take to build the foundation? The structure? Even the smallest of projects has many nuances and dependencies that impact how long it will take.

As my partner in crime, Jenny Warila, and I say, "If you go slowly to go fast, then you will deliver higher quality with less spin in the end." The art is in the level of detail you go into as you break down the work and estimate the effort. Not too refined, but not too high level either!

As they say, LIFE IS A PROJECT. Go practice!

Uncategorized - 09/26/2018

Gaining Project Buy-in that Sticks

Welcome back to Debbie's series on the 5 key principles of project success. The first principle is having a concise project definition.  The second principle is gaining project buy-in that sticks.

What is buy-in?

In the context of managing successful projects, "buy-in"is full support of the project. That support can be expressed in many ways. In its simplest form, it's a stated commitment to support the project - either through written or verbal communications. Taken further, Buy-in is expressed in the form of resource commitments of people or budget.  This can be also show up in the form of prioritization. As a project leader, you ideally want support to be explicit and announced.

What drives buy-in?

The single most important factor that can help you drive buy-in is understanding and managing your stakeholders. A stakeholder is anyone who contributes to or is impacted by your project. Don't forget, stakeholders can be internal to your organization or external, such as vendors or agencies. They also may not know that they stakeholders - some are conscious of it. Others are not.

Many project managers will do a formal stakeholder analysis to identify and understand their stakeholders. There are many frameworks out there, but to help you get started, ask yourself these 4 questions:

  • Who are the key players?
  • What are their views on the project…supportive, neutral, resistant?
  • What is their impact on the project…direct, influencer, affected?
  • What does success look like to them?

Once you understand your stakeholders, develop a plan to manage and communicate with them. Focus on the most influential. Those people whose opinions and support matter a lot to the project - both negatively and positively.

When are you there?  

You've achieved buy-in when your key stakeholders have a good understanding of your project objectives, they agree that the project is worth the investment of organization resources, and they lend their full support to the project.

Getting there is not always easy, but the first step is acknowledging that gaining buy-in is important and worth your time.

Did you enjoy this article?

If you enjoyed this article, LIKE, COMMENT and FOLLOW at the top of this page to be notified when I post my next article. If you missed the overview, check out my previous post, 5 Key Principles of Project Success.  Next up is clear task estimation.

Debbie is a Managing Consultant at CW Training and Consulting. We specialize in hands-on, interactive project and process management workshops, customized to your needs. Contact Us and we will help you find the right learning solution for you and your business.

Uncategorized - 04/12/2017
path


Copyright 2023 CWTC ©  All Rights Reserved