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PROJECT MANAGEMENT ANONDHO WIJANARKO, M.Eng. GAS TECHNOLOGY AND MANAGEMENT PROGRAM GRADUATE PROGRAM OF ENGINEERING STUDIES THE UNIVERSITY OF INDONESIA.

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Presentation on theme: "PROJECT MANAGEMENT ANONDHO WIJANARKO, M.Eng. GAS TECHNOLOGY AND MANAGEMENT PROGRAM GRADUATE PROGRAM OF ENGINEERING STUDIES THE UNIVERSITY OF INDONESIA."— Presentation transcript:

1 PROJECT MANAGEMENT ANONDHO WIJANARKO, M.Eng. GAS TECHNOLOGY AND MANAGEMENT PROGRAM GRADUATE PROGRAM OF ENGINEERING STUDIES THE UNIVERSITY OF INDONESIA

2 Project management is the discipline of defining and achieving targets while optimising the use of resources such as time, money, people, space and so on GENERAL

3 Project is an organised set of planned activities designed to achieve a set of prescribed objectives PROJECT

4 Similar characteristics of project Goal oriented (well defined objective) Multi disciplines aspect Involve project team member Quality and deliverability Time constraint Budget constraint

5 Features of the Succesfully Project: Clearly defined objectives Good resources management (No panic situation) Fit for purpose deliverable (zero point of error) Good Involved Team members Good communication (internal and external) Achieve objective within time and budget Lesson learnt

6 DEFINITION INTEGRATED PROJECT – A project which involves the synthesis and intrepretation of cross-disciplinary data to produce an internally consistent model of assignment work and its behaviour through known time and into the future.

7 BENEFIT OF INTEGRATION Synergy of resources, data and disciplines Achieve outcome: new understanding, beter quality and fit to purpose deliverable Effective and efficient

8 REALITY CONDITION Time and Budget OVERRUN Disjoinned (Potentially inconsistent deliverables) “Turf War” Loss of focus on driving objective Un-coordinated (Alone discipline base) Personality conflict (ego) Loss of intra-team respect Blame culture (lack of culture) Client – Unhappy, Disillusioned, Not trust

9 SHAPE OF PROJECT

10 SUCCESFULLY RUN REQUIREMENT Co-operation between disciplines Communication (internal and external) Share goals Honesty, respect and trust Well defined and achieveable timeframe Well defined and achieveable deliverable

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12 PROJECT MANAGEMENT COMPETENCY ATTITUDE STAY FOCUSED AT DELIVERABLE OBJECTIVES KNOW STAKEHOLDER REQUIREMENT (diplomacy) ENSURING PLAN AND MAKE IT VISUAL ANTICIPATE RISKS (Change of control) LOOK AFTER THE PEOPLE (team’s buy-in) LEAD BY EXAMPLE (team members respect development) KEEP EVERYONE INFORMED (communication) CELEBERATE SUCCESS (team spirit development )

13 PROJECT LEADER SKILLS Confidence Pragmatist Ability to listen Ability to assimilate/understand Fascilisator/organiser Diplomacy Mentor/coaching skill Respect/trust worthy Disciplinarian prioritising skills Dependeable Sense of humour Honesty (trusted by team) Forward looking Motivating/inspiring/enthusiastic/proactive Competent/Technically knowledgeable Objective/fair minded Communicator Ability to make decision/logical skill Financially aware Courage of convictions Sense of responsibility Result oriented

14 ACTIVE LISTENING What we HEAR makes us THINK, what we SEE makes us FEEL. If verbal and non verbal signal contradict, people believed the body language. Be careful not to over-interpret body language signals - always look for a succession of signals

15 FUNDAMENTAL JOB OF LEADER To design and ensure implementation of a process which is designed to achieve a prescribe goal (direct responsibility for planning, cost, labour correlated with result of the process in wider context) FUNDAMENTAL JOB OF MANAGER To inspire the team to follow a process which is perceived as to common good (follow the proces) TASK DIFFERENCE

16 PROJECT MANAGER (P.M.) JOB Leader competencies side Ensure trusted leaders who will work for and with (lead by example, compulsion) Ensure the cooperation of others (persuassion) Manager competencies side Ensure capability to keep fully up to speed with the wider context (compulsion) Minimizing conflict situation with the rest of the organization as a whole (persuassion)

17 P.M. CHARACTERISTIC

18 THE TEAM Why a project was needed team? Multi-discipline project requirement (more people skills) Reduce cycle time Sharing responsibility Achieve a better understanding (more people more idea) Allow multi-tasking with organization

19 BUILDING THE TEAM

20 STAGES OF TEAM FORMATION

21 MOTIVATION? MOTIVATION, A KEYWORD FOR TEAM FORMING MOTIVATES TEAM MEMBERS – VERY USEFUL IN GETTING THING DONE WHEN PUSH COMES TO SHOVE THE ART OF MOTIVATING A TEAM WILL DEPEND ON THE PROJECT MANAGER’S 1 ABILITY TO IDENTIFY A COMMON GOAL AND 2 SATISFY THE INDIVIDUAL DRIVERS WITHIN THAT COMMON GOAL “YOU CAN PLEASE SOME THE PEOPLE ALL OF THE TIME AND ALL OF THE PEOPLE SOME OF THE TIME BUT YOU CAN’T PLEASE ALL OF PEOPLE ALL OF TIME” (ABRAHAM LINCOLN)

22 DISC Profiles

23 INDIVIDUALS IDENTIFICATION DISC profiles can be useful in identifying personality types Everyone has a basic profile that they revert to when comfortable DISC profile giving a chance to get an insight to whether individuals modify their behaviour at all within the work place DISC profile help identify the likely key personel motivators (assigned team leader/facilitator) for such individuals

24 CHARACTERISTIC OF EFFECTIVE TEAMS Open and honest (sharing information) Supportive (team effort) Trust and respect Success breeds success Known objectives (got it right) Individual roles clearly identified (got it right) Opportunity to grown Understanding of wider organization

25 What went teamwork (effectiveness) well? GOT IT RIGHT SHARING INFORMATION DISCARDED IRRELEVANT INFORMATION RESPECT AND TRUST TEAM EFFORT FUN !!!

26 What could team worker in asignment problem have done better? ASSIGNED TEAM LEADER / FACILITATOR VISUALIZE / PUBLISH THE DATA / INFORMATION

27 PROJECT MANAGEMENT PROCESS The objective and input required for every project will probably be unique in one way and another Individual project requirements will have slightly different emphases, however the purpose of the process is to Bring a regular patern of behaviours, checks and balances to every project Stages of Project Management Process 1.Initiation 2.Plan 3.Organizing 4.Execution 5.Closing

28 INITIATE CLARIFY PROJECT OBJECTIVE IDENTIFY STAKEHOLDERS OBTAIN INFORMATION IDENTIFY CONSTRAINTS AND FREEDOMS ESTABLISH AUTHORITY LIMITS

29 CLARIFY PROJECT OBJECTIVE Establishing the true objectives of a project is a key at the very beginning and in doing Remain focussed on the objective as the project progresses particularly for longer term Keep regular contact with the client and ensure that drivers that inspired the project are not changing The objective of the project and the purpose of the deliverables should be clearly written and signed off by the client as a ‘STATEMENT OF UNDERSTANDING’ to form part of the project definition document which will also include the project plan and other key information Statement of Understanding should be updated and signed off with every variation in objectives as it occurs

30 IDENTIFY STAKEHOLDERS STAKEHOLDERS –INTERNAL STAKEHOLDERS Project sponsor (sign of power and close to profit motive) Client Project Contact (can have his own agenda-BEWARE) Client Technical Personnel (can support or block cooperation) Client Partners (will see results and influence future decision, marketing) –EXTERNAL STAKEHOLDERS Senior Management Cross Functional Managers (divisional targets, resources conflict,...) Project Manager (personal and professional) Project Team (personal and professional) Shareholders

31 IDENTIFY STAKEHOLDERS IDENTIFY AND FOCUS ON PROJECT SPONSOR IDENTIFY AND RANK OTHER STAKEHOLDERS IN TERM OF INFLUENCE-LOOK FOR POTENTIAL ALLIES AND THOSE WHO MIGHT DISRUPT UNDERSTAND WHAR EACH STAKEHOLDER HOPES TO GAIN AND HAVE IT CLEAR IN YOUR MIND

32 IDENTIFY STAKEHOLDERS STAKEHOLDERS MAP

33 OBTAINED INFORMATION 1.Historical contact with the client Are they usually decent payers? Do they frequently change workscope? Are their contracts ussualy reasonable? What has generally been happening within the client company recently? 2.Required Information of availiability relevant technical expertise within client’s company 3.Certain other information to be marshalled and understood before comencing the planning phase

34 IDENTIFY CONSTRAINTS AND FREEDOMS

35 ESTABLISH AUTHORITY LIMITS AGREED AUTHORITY TO CHANGES IN BUDGET, SCOPE OF WORK (TASK) AND RESOURCING IN CASE OF PLAN MODIFICATION MUST BE OCCURED

36 PLAN THE PROJECT CONSIDER OPTION AND IDENTIFY ACTIVITIES ALLOCATE FIRST PASS RESPONSIBILITIES IDENTIFY RELATIONSHIP BETWEEN ACTIVITIES AND TASKS DEFINE ACTIVITY DETAILS IDENTIFY MILESTONE, DECISION POINTS AND ALTERNATIVE

37 CONSIDER OPTION AND IDENTIFY ACTIVITIES Designated project manager makes first pass, then invites comments and discussion Brainstorming The Work Breakdown Structure (WBS)

38 DESIGNATED PROJECT MANAGER MAKES FIRST PASS, THEN INVITES COMMENTS AND DISCUSSION Establish activities for each discipline by talking to each specialit in turn Invite comments from each involved makes team members and makes discussion

39 BRAINSTORMING Call the project team together or possibly a subset consisting of hte lead principles and their seconds to meet for brainstorming session Distributes the ideas of work which will help achive the desired objective- to the whole team that should be clearly known at the start of the meeting Generate as many ideas as possible and perhaps reduce list a little later Encourage contribution from the team and manage contributions as they come in form the different personality types in his team Move into the remaining planning proces and arrange them logically having considerd their inter-dependence MAJOR ADVANTAGE : encourages team commitment (buy-in) at an early stage of the project, foster integration and usually leads to a hugely creative atmosphere in which to consider how an objective might be achieve

40 WBS A LISTING OF THE ACTIVITIES REQUIRED TO ACHIEVE THE GOALS IDENTIFIED IN THE STATEMENT OF UNDERSTANDING (PROJECT DEFINITION DOCUMENT) A METHOD FOR GROUPING ACTIVITIES, SHOWING HOW THE TASKS FALL INTO GROUP AND LATER, WHO IS RESPONSIBLE FOR EACH GROUP THE ALLOCATION OF TASKS INTO GROUP ACTIVITIES NEED TAKE NO NOTICE TIME

41 WBS Each section of a WBS represent a product or activity which in turn is then exploded further in to tasks and, if necessary sub-tasks WBS should usually have between 3 and 5 levels as shown LEVEL 1PROJECT NAME/OBJECTIVE LEVEL 2 ACTIVITIES LEVEL 3 TASKS LEVEL 4 Sub-tasks (LEVEL 5 Steps )

42 WBS WBS clearly lends itself to the ‘brainstorming’ or ‘post-it’ since the activity/task/sub-task/step boxes can be imagined to be ‘post-it’notes WBS diagram can then be captured numerically and forms the basis for the plan and even the report

43 WBS: Hint on identifying activities There are no define rule! Don’t except ‘to get it right’ first time When planning with a team, use a large room with plenty of wall space and means to affix ‘posters’ Assigning your activities to ‘post-it’ so it can be efficient to write directly on these as the ideas emerge Each activity should have name which contains an active verb an object to ensure the activity represents a concrete entity Include the whole project initially Always capture activities which might not involve much effort but incorporate waiting time

44 WBS: Hint on preparing a WBS Explode the WBS until a task cannot sub-divided further Plan at a level which makes the work easily manageable and/or doable Estimate how long each task will take, if estimation exceeds two weeks, explode further Involve people early to encourage team building and ‘buy-in’ (commitment) Revise! Check each activity and task is named such that every team member understands Start at high level and drill down Find the activities which originally listed will frequently turn out to represent different level on the WBS for simplify subsquent steps Dont worry about the numbering order of identified tasks too much, the plan which has been ordered the numbering can be revised to match the numerical order

45 ASSIGNMENT WORK CREATE WORK BREAKDOWN STRUCTURE (WBS) OF THE PREPARATION OF A CUP OF COFEE IN TATOR CAFE AT ‘PLAZA SENAYAN’

46 WBS FURTHER TASK CREATE WORK BREAKDOWN STRUCTURE (WBS) PROJECT DIAGRAM OF THE ‘PGN’ GAS DISTRIBUTION AND TRANSMISSION PIPELINE FROM KUANG TO CIMANGGIS THAT SHOWN AT THIS SLIDE!

47 ALLOCATE FIRST PASS RESPONSIBILITIES MAKE A NOTE OF THE TYPE OF PERSON REQUIRED (discipline, client facing, senior or junior and so on) IN THE GRAPHICAL OR NUMERICAL WBS NEXT TO EACH STEP, SUB-TASK AND TASK AS APPROPRIATE

48 IDENTIFY RELATIONSHIP BETWEEN ACTIVITIES AND TASKS – PRECEDENCE DIAGRAMING ALL THE TASKS NAME IN ‘POST-ITS’ CREATE FOR WBS USING THESE ‘POST-ITS’ IDENTIFY INTER-RELATIONSHIPS BETWEEN ACTIVITIES/TASKS PLOT SOME ACTIVITIES/TASKS, INTER-RELATIONSHIPS THEN MORE ACTIVITIES/TASKS AND SO ON LIST ALL THE TASKS BY NUMBER AND INDIVDUALLY DETERMINE WHAT EACH TASK DEPENDENT ON.

49 DEFINE ACTIVITY DETAILS DESCRIBE THE ACTIVITY IN A SIMPLE PARAGRAPH THAT CAN BE EASILY LINKED TO THE PROJECT OBJECTIVE AT A SUFFICIENT HIGH LEVEL

50 IDENTIFY MILESTONE, DECISION POINTS AND ALTERNATIVES MAKE GOOD MILESTONES AS THEY WILL BE TIMES OR SIGNIFICANT DELIVERY AND PROGRESS WHICH CAN IN TURN BE REPORTED TO THE CLIENT –Milestone are intermediate goals and products before the end objective –Milestones are often found at hte level 2 of the WBS MILESTONES WILL USUALY LEAD TO DECISION WHETHER THE INITIAL PLAN STILL HOLDS GOOD MILESTONE COULD HELP FINALLY DECISION ON WHAT’S NEXT? MODIFIED AT SEVERAL STAGES SUCH THAT TIME AND BUDGET IMPLICATIONS CAN BE EASILY EXPLAINED AND UNDERSTOOD

51 SCHEDULING ESTIMATE WORK CONTENT DEFINE RESOURCE USAGE DEFINE RESOURCES AVAILABILITY CALCULATE DURATIONS CREATE SCHEDULE – INCLUDES START AND COMPLETION DATES AND CRITICAL PATH REVIEW, REVISE AND AGREE

52 SCHEDULING SIMPLE EXAMPLE

53 SCHEDULING SIMPLE EXAMPLE

54 SCHEDULING SIMPLE EXAMPLE

55 SCHEDULING SIMPLE EXAMPLE

56 SCHEDULING SIMPLE EXAMPLE

57 SCHEDULING SIMPLE EXAMPLE

58 SCHEDULING SIMPLE EXAMPLE

59 SCHEDULING SIMPLE EXAMPLE

60 SCHEDULING : SIMPLE EXAMPLE

61 ORGANIZE LAUNCH THE PLANT TO INTERNAL AND EXTERNAL STAKEHOLDERS ANNOUNCE THE COMMUNICATION CHANNELS ENSURE UNDERSTANDING OF INDIVIDUAL RESPONSIBILITIES ESTABLISH WHO IS RUNNING THE SHOW BUILD THE PROJECT FILE

62 LAUNCH THE PLAN TO INTERNAL AND EXTERNAL STAKEHOLDERS HOLD A PROJECT KICK OFF MEETING FOR THE WHOLE TEAM AND USE IT INSTIL ENERGY, MOMENTUM AND ENTHUSIASM FOR THE PROJECT ENSURE THAT CLIENTS HAS CONFIDENCE IN PROJECT PLAN AND BELIEVES IT WILL ACHIEVE HIS OBJECTIVES

63 ANNOUNCE THE COMMUNICATION CHANNELS FORMALLY ANNOUNCE THE COMMUNICATION CHANELS BOTH INTERNALLY AND EXTERNALLY NEVER ASSUME THAT EVERYONE UNDERSTANDS THE CHAIN OF COMMAND OR THAT ANYTHING FROM ADMINISTRTIVE POINT OF VIEW ENSURE TEAM MEMBER KNOWS WHO TO TALK ABOUT WHAT ENSURE FLUID COMMUNICATION WITH CLIENTS

64 ENSURE UNDERSTANDING OF INDIVIDUAL RESPONSIBILITIES CHECK THE TEAM’S UNDERSTANDING OF WHO IS GOING TO DO WHAT AND WHEN AT THE LAUNCH MEETING AND SUBSEQUENT WEEKLY PROJECT MEETING, MAKE A POINT OF DISCUSSING WHO IS GOING TO DO WHAT AND BY WHEN FOR THE NEXT WEEK MAKE SURE THE INDIVIDUALS REPEAT BACK THEIR RESPONSIBILITIES TO ENSURE UNDERSTANDING

65 ESTABLISH WHO IS RUNNING THE SHOW ESTABLISH YOUR CREDENTIALS AS THE PROJECT LEADER BE AN EFFECTIVE LEADER WHO COMMUNICATES AND BEHAVES IN AN ASSERTIVE MANNER

66 BUILD THE PROJECT FILE BUILD A WELL-CONSTRUCTED PROJECT FILE THAT CONTAIN THE CLIENT CONTACT DETAIL, COMMUNICATION CHANNEL, PLAN AND SO ON. THE FILE WILL ALSO CONTAIN YOUR PAPER TRAIL SHOULD ANY DISPUTES OVER OBJECTIVE, SCHEDULE OR BUDGET SHOULD ARISE

67 EXECUTE MONITOR AND CONTROL DELEGATE LEAD THE TEAM AND FACILITATE INTEGRATION ADAPT THE PLAN REPORT PROGRESS

68 MONITOR AND CONTROL THE ESSENTIAL REQUIREMENT OF ANY PROJECT MONITORING TECHNIQUE IS THAT SHOULD PROVIDE A DIRECT MEANS OF MEASURING ACTUAL PROGRESS AGAINST PLANNED PROGRESS IN TERRMS OF BOTH TIME AND MONEY WEEKLY PROJECT REVIEW AND TEAM MEETINGS TO ENSURE COMMUNICATION AMONGST THE TEAM AND EFFECTIVE ANALYSIS OF PROGRESS FROM WICH CORRECTIVEMEASURES CAN BE IMPLEMENTED EARLY WHEN PROBLEMS ARISE NEVER DISCOUNT HOURS WITHOUT INVESTIGATING WHY SOMEONE HAS PUT THEM DOWN AND AGREEING WITH THEM THAT THEY HAVE ‘OVER SPENT’ THEIR TIME

69 LEAD THE TEAM, DELEGATE AND FACILITATE INTEGRATION

70 ADAPT THE PLAN ‘NO PLAN SURVIVES FIRST CONTACT WITH THE ENEMY’ ( Helmuth von Moltke ) ADAPTING PLAN COULD BE DONE IN FULL COOPERATION AND/OR KNOWLEDGE OF THE STAKEHOLDERS WHEN THINGS ARE CHANGING AND IT CONTROLS THOSE CHANGES TO THE BENEFIT OF ALL REASONS OF PROJECT FAIL –LACK OF TEAM PARTICIPATION –UNREALISTIC PROJECT SCHEDULE –UNCLEAR PROJECT GOALS/OBJECTIVES –THE PROJECT IS UNDERBUDGETED OR INSUFFICIENT RESOURCES ARE ALLOCATED –THE PROJECT IS NOT TRACKED AGAINST ITS PLAN –INADEQUATE P.M. AUTHORITY/PERSNAL SKILLS/TECHNICAL SKILLS/ADMINISTRATIVE SKILLS OR NO-ONE IN CHARGE

71 RECOGNISE INADEQUATELY PLANNED PROJECT –ATEMPTS TO COVER TOO MUCH GROUND AT THE BEGINNING OF A PROJECT –FAILURE TO START WORK IMMEDIATELY ON EARLY, CRITICAL PATH ACTIVITIES –FREQUENT REWORK OF BASIC DATA –REALISATION OF A LATE STAGE THAT THE PROJECT IS BEHIND SCHEDULE –TAKING SHORT-CUTS IN IMPORTANT LATER ACTIVIES –ACCEPTANCE OF MARGINAL OR INFERIOR RESULTS IN ORDER TO MEET A SCHEDULE ADAPT THE PLAN

72 REPORT PROGRESS ENSURE THAT PREECEDING TASKS AND ACTIVITIES ARE DESIGNED AND IMPLEMENTED WITH THE SUPPORT AND INPUT OF THE TEAM MEMBERS WHO ARE RESPONSIBLE FOR THE SUBSEQUENT TASKS IN THE PRECEDENCE DIAGRAM PROJECT ‘PEER GROUP’ MEETING SHOULD ATTEND THE WEEKLY PROGRESS MEETING AT LEAST ONCE A MONTH AND ADDITIONALLY AT MILESTONE POINTS

73 CLOSE DELIVER GET STAKEHOLDER APPROVAL FOR DELIVERY VERSUS OBJECTIVE FINALISE CONTRACTUAL COMMITMENTS AND INVOICING RUN A FEEDBACK SESSION CELEBRATE SUCCESS

74 DELIVER ANALYSED WHETHER THE DELIVERABLES HAVE INDEED THE CAPACITY TO MATCH THE ORIGINAL OBJECTIVE MAKE SURE THE CLIENT UNDERSTANDS HOW YOUR DELIVERABLES ACHIEVE HIS OBJECTIVE AS IT WAS TO ENSURE YOU UNDERSTOOD THE OBJECTIVE IN THE FIRST PLACE

75 GET STAKEHOLDERS APPROVAL FOR DELIVERY VERSUS OBJECTIVE MAKE SURE YOU GET IT IN WRITING FACE TO FACE MEETINGUSSUALLY TEND TO REMIND FOR DEALING WITH CLIENTS

76 FINALISE CONTRACTUAL COMMITMENTS AND INVOICING ENSURE THAT YOU GET SIGN OFF ON ANY CONTRACT COMPLETION DOCUMENTS THAT ARE DUE ENSURE YOU HAVE COLLECTED ALL EXPENSES THAT NEED TO BE ATTACHED TO THE FINAL INVOICE

77 RUNNING FEEDBACK SESSION CLIENT’S FEEDBACK WILL BE VERY USEFUL FOR THE TEAM SESSION SO IT SHOULD USSUALY COME AFTER THE CLIENT SESSION LEARN THE POSITIVE EXPERIENCE FOR ALL, BUT LEAVE THE ROOM : FEELING POSITIVE ABOUT HAS BEEN ACHIEVED AND WITH A CLEAR FEELING THAT WE’LL DO EVEN BETTER NEXT TIME THREE PHRASES SHOULD BE IN : WHAT WENT WELL? WHAT COULD HAVE DONE DIFFERENTLY? RECORD THE BENEFIT?

78 CELEBRATE SUCCESS! ENSURE THAT SUCCESS IS CELEBRATED AND THAT IT IS CELEBRATED NOT ONLY WITHIN THE TEAM ITSELF BUT ACKNOWLEDGED BY THE SENIOR MANAGEMENT MAKE SURE EVERYONE WHO WANTS TO GET INVOLVED IN THE FUTURE IS GIVEN THE OPPORTUNITY OTHERWISE A CLIQUE MIGHT DEVELOP WHICH WILL HAMPER YOUR AMBITIONS FOR FUTURE INTEGRATION AND INFORMATION GATHERING

79 P ERSONAL P. M. M AINTENANCE AVOID AND ELIMINATE NEGATIVITY –”FANTASTIC!” when someone persistently negative and resists your attempts to find”a truly positive person” in situation, respond with a loud but really enthuastic exclamation of positive reaction which is the absolute opposite of what they are expecting from you DELETE, DELETE, DELETE – if you find yoursel being negative, stop yourself and imagine yourself rewinding the tape saying “DELETE, DELETE, DELETE ”as you do GET ’PUMPED’ – moderate physical activity combined with noise in intense period will produce natural stimulants which can raise inner energy levels extreemly quickly BEAT THE HANGOVER, GET POSITIVE – future perfect planning mind, loud stirring music in the car before arriving at the office can have an uplifting effect as can singing along at full gusto REMEMBER YOU ARE ALWAYS ON SHOW TASK, TEAM, INDIVIDUAL – “TO DO” LISTS – a good way to maintain a check on the balance of the project is to split your”TO DO” list into task, team and individual


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