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

2. GENERAL
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

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

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

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 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
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

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
TASK DIFFERENCE
FUNDAMENTAL JOB OF MANAGER
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 LEADER
To inspire the team to follow a process which is perceived as to common good (follow the proces)

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 1ABILITY TO IDENTIFY A COMMON GOAL AND 2SATISFY 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
Initiation
Plan
Organizing
Execution
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
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 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?
Required Information of availiability relevant technical expertise within client’s company
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 1 PROJECT NAME/OBJECTIVE
LEVEL 2 ACTIVITIES
LEVEL 3 TASKS
LEVEL 4 Sub-tasks
(LEVEL 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. ALL THE TASKS NAME IN ‘POST-ITS’
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. ADAPT THE PLAN 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

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. PERSONAL P. M. MAINTENANCE
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