Tired of the Feeling You're Herding Cats? Problem Solved!

Have you ever heard the saying "it's like herding cats"? When you did, or if this was the first time you've heard it, did it resonate with you? Did you smile and nod your head? Well then at some point in your life, maybe even currently, you are a leader. 

Project managers aren't just admins. They aren't just coordinators. They aren't just planners or schedulers. Project managers are leaders. Sometimes intentionally, sometimes reluctantly, sometimes in complete denial but they are leaders. They see the forest and the trees. 

But leaders can't lead if they don't communicate. The people that you lead may be very skilled at what they do but it's your job to ensure that none of their talent is wasted on frivolous things because you did not communicate a direction to them. Having a team of the best football players on earth is pointless without a coach. Mediocre teams with coaches will beat all-stars with no coach. 

But it's like herding cats!! Yes it is. We are all busy with competing priorities daily.  That won't change. So how do I gets the cats to herd so we can get things done on schedule, with the level of quality we need and on budget ?  

Cats may be very independent minded, divas who don't really put much stock in others. The sun don't shine till they wake!  But no matter how high the pedestal they're perched on, cats still need to eat. They've got to come down to feed. 

The independent minded, divas on your team, and all of the other team members for that matter, desire more than just showing up for a paycheck each week. We all do. Spend the time as a PM formulating your plan, coordinating resources, and scheduling WEEKLY progress tracking meetings with your team. Then feed them with communication / direction for the upcoming week. Give them specifics (their favorite dish) and deadlines (or the food will get cold). Here's a translation of the metaphor for the non-metaphor types ;)

Herding Cats	Translation	Practical Application
Get the Cats to come prepared to eat	Prepare the team to provide the right updates on the right tasks at the right time	Detailed Tracking Meeting Agendas
Show them what they ate and whats on the next menu	Motivate the team to continue to perform by advertising their progress (good or not so good)	Detailed Progress Reports
Tell the top Cats only what they need to know to help keep the other cats in line	Remove blockers by synthesizing them and providing clear decisions for the Execs / Sponsor to make to unblock progress	Executive Briefing Decks
Keep them from straying too far	Manage scope by focusing only on those actions that will help the project, whittling out those that do not, and focusing the action item owners only on those action items that are current (right actions, at right time, for right deliverables)	Action Item Logs

The challenge is that producing the 'meal' to maximize your results take time. Lots of time and analysis. This is the reason why most project managers DON'T do it. They either don't understand the value / benefit, don't know how to do it or they simply just don't have enough hours in the week to do it. Even with all of the software tools we have at our disposal today, this is still a highly manual, labor intensive administrative effort that most PM's  avoid. 

'There are too many other things that need my attention and I just don't have the time'. 

At www.exorion.net we've solved this problem! 

Just like the microwave oven turned hours of meal preparation into minutes (or in some cases just seconds) we have turned the analysis and prep time of communication to project team members into one that is done automatically in seconds! 

So now you're asking yourself 'how is that even possible?' Go to www.exorion.net and click on the BETA test tab and watch the product presentation video for more information.

This is the most powerful way for project managers to herd the cats. You have to be consistent. If you communicate frequently; providing the information they need in a highly digestible and consistent format, at the right time to the right people, your team will understand what needs to be done, how when and why. 

If your project was floundering, it will turn around and sail. If you were doing well, you will supercharge it towards success! Using our solution consistently on all of your projects will 'train the cats' to adopt successful behavior that will carry over from project to project for success on a consistent basis. 

Need to herd the cats to get your project done? Feed them good food. They'll show up on time and leave happy. 

The next time you catch yourself thinking "my project feels like it's rudderless at sea" or its "out of my control and I'm always playing catch up instead of leading it", you'll know that today you heard of a solution that will put you back in the drivers seat and steered towards success. www.exorion.net 

7 Steps for Project Managing Difficult Clients

Sometimes as a project professional you get assigned to a project with a very difficult, demanding and high profile client. Rather than bail as many PM’s will, view this as your opportunity to stand above the rest! But how??

A PM with vision knows that the most difficult clients are the most likely to become your greatest promoters / supporters IF their needs are well managed. In fact if you inherit the client after a failure (perceived or otherwise) the expectation ‘bar’ is low and your opportunities are high!

First thing to do is to assess and understand the client and the reasons why they are difficult. It could be that the business that they are in, is also high profile and pressure on them internally is significant. It could be that they had a prior experience with your organization and it wasn’t pleasant.  There could be bad blood (politics) between your company and theirs. It may be a combination of all of these scenarios.

Regardless, the situation is that you are now in the PM seat, which in this case often times means that you are quite possibly the ‘insurance policy’, i.e., if the project goes bad, you end up being the sacrificial lamb so that both parties can start anew. This is the risk that scares most project professionals away from these opportunities.

Knowing WHY the client is unhappy and HOW to turn that around is the critical piece of your strategy. My experience with very challenging clients is that their primary concern is that they feel that they have a lack of control. They want more control than they currently have. The problem here is how do you give them more control without losing your control over the project?

Control is a matter of perception. If you can increase their perception of control by giving them increased control over certain aspects of the project (the ones that make sense) you will see a significant change in the interactive dynamic with your client.

Now how do you give them increased control?  

1.        Over Communicate – access to information increases perceived control. In this instance you may even want to build a communication plan and share it with them. Show them where they fit into the communication plan.
2.       Be as Open & Honest as you can BUT be diplomatic - Do not finger point or get drawn into the blame game. This is a slippery slope and the reality of it, is that your goal is to LEAD the team beyond that. Leaders lead.  Keep the focus on solving issues, NOT finding someone to blame, even if your execs are. They are execs but they are human first and susceptible to the same human emotions we all are.
3.       Make the client a part of your team - Involve them in the solutioning phase. The instinct to go ‘black box’ on them tends to be stronger in challenging situations. This will have the exact opposite effect as your client will immediately sense that they are being blocked out, and this will raise red flags with them.  Build a RACI matrix and share it with them and your whole team including your execs. Incorporate their feedback. You need to be an advocate for the client in your organization.
4.       Document, Document, Document – You will need to do a little more documentation than you may be accustomed to. More than is normally needed. Leaving critical items like business requirements (BRs) or functional requirements (FRs) to verbal communication only leaves room for the blame game to start again. He said / she said never works in your favor. As the potential insurance policy, you DO NOT want to leave that to chance.  Create a document with the client’s business requirements (preferably verbatim from their own documentation), align each individual business requirement with the corresponding functional requirement(s). Schedule walk-throughs, internally first, then with all parties including the client. Where possible use a screen sharing tool so that the client can SEE what changes are being made in real time and can correct you. Seek their approval / feedback throughout the session. Send a copy of the revised document to everyone immediately after the meeting. Setting the stage for the Ask and the Solution with everyone in the same room increases their sense of control, and increases accountability for those on your team who must deliver. Everyone is on the hook. You are in control.
5.       Keep all team members honest, regardless of their title – if the reputation of the client is that they are difficult, the tendency for your team members will be to minimize or avoid interaction altogether. Fear can even create a sense of paralysis within your team. As a leader your job is to alleviate this paralysis before it destroys your project. Joint walk throughs of the BRs and FRs not only allows you to hold your team accountable for their deliverables and the quality, it allows you to hold the client accountable to the quality of their BR’s. If they are vague, ask them to clarify what they want the end product to look like. You can’t deliver a specific solution to a vague BR. If needed, draw out a simple set of use cases or a logical flow on a white board. Another opportunity to demonstrate leadership. Know the land mines before holding these sessions, and decide on your game plan, with your internal team, to address them if any are stepped on in the joint sessions.
6.       Plan ahead. - Even if it is a workback schedule with key milestones. If you don’t have a clearly documented and shared plan (with the client as well) you’ll find yourself fighting a never ending uphill battle. Others will control the narrative that is your project, unless you have a plan documented and widely distributed. As the insurance policy, you MUST control the narrative in these situations. In the absence of a detailed project plan, you still need a solid general direction to move in. As the BRs and FRs become clearer, you can create a more comprehensive plan. Put the onus back on the team to provide their solutions before committing to a plan based on guesses and sheer luck. Remember a plan is not a work of art, it’s a compass. You will have to course correct throughout. If not, they wouldn't need you ;)
7.       Stress release – you will absorb a lot of negative energy. You will hear a lot of complaints and have to withstand a lot of venting. That is the role of a leader BUT you are human. Take up long walks, running, weight lifting, martial arts (this is my favorite ;) or whatever interests you and allows you to release all of the negativity you’ll be absorbing. It has to go somewhere so that you can keep your sanity, refocus the negative energy into productivity and weather the storming phase while you move your team through the norming and performing phases.

Most won’t understand what you are doing or why. But then you are leading they aren’t. This is one of those soft skills that great PMs have but most don’t realize. It’s the intangible asset.

What they will understand are the results. Stay focused and committed to your project, your client and your internal team (in that order) and your results will follow.

The most difficult clients can become your greatest promoters. By complaining, they are giving you an opportunity to win them over. They want someone who will look out for their needs. The client that has a complaint but doesn't complain to you, is your greatest risk.

Listen, learn and be flexible. Remember, the definition of insanity is doing the same thing over and over but expecting different results. 

Agree? Disagree? Please send your feedback to sbest@exorion.net

For more information on tools & techniques that you can use to improve your project performance and increase the value of your brand:

·         Join us on Twitter @exOrionLLC.

·         Like us on Facebook at https://www.facebook.com/Exorion.net  

·         Send your invite to connect with and follow me on LinkedIn at Sean Best PMP, P.CRM

by Sean Best, PMP. Owner of exOrion LLC. His 20+ years of project management experience includes work in the banking, payment processing, telecommunications and software development industries in Canada and the US. He can be reached at sbest@exorion.net

Weekly Progress Tracking Meetings: Your Project’s Life Blood!

Creating and maintaining momentum on your projects is a tough battle; especially when your team members have other responsibilities including other projects to work on. How do you keep your project lively and moving forward? Well-organized and run Project Progress Tracking Meetings are the key!

Notice I didn’t just say project progress tracking meetings? I said ‘well-organized and run..’. What’s the difference? Lack of planning or poor planning will have the exact opposite effect. Lack of planning will drain the life out of your project and allow the focus of your key team members to shift away. Once they’re lost, it’s very hard to get them back. 

For project managers who hate planning, they experience the same effects project after project; no one shows, and when they do they are not prepared to provide updates, or they take notes and tell you that they will get back to you. This leaves the PM with a meeting that produced no real value and wasted everyone’s time including theirs. 

Eventually your number of attendees dwindles each week until you find yourself cancelling these meetings. 

Your project is flat-lining. It’s easy to blame the guy that didn’t provide the info or support the PM needed. But ultimately it isn’t their job to make this project a success…it’s the PM’s job.

A well run progress tracking meeting produces the follow for its participants:

• ·   Team members arrive fully aware of what is expected of them, and what updates specifically they are expected to provide.
• ·    Team members have an open floor to demonstrate their prowess (incentive to attend)
• ·    They have an open forum to raise an issue and ask for support from others in the room
• ·   They leave the meeting knowing exactly what is expected of them for the next meeting, giving them ample time to plan their work load and execute for next week.
• ·   They arrive NEXT week with the answers to the questions or issues that were raised LAST week
• ·    A habit of performance excellence develops and encourages other team members to do the same.
• ·   The PMs establishes a sense of leadership and confidence that there is someone looking further down the road for obstacles than the current deliverables everyone else is focused on. The team can more confidently focus on their more immediate work knowing that the PM is looking ahead and HAS A PLAN
• ·    The PM’s leave the room with the information that they intended to get from the meeting
• ·    The PM gets floor time to provide clear expectations to the team
•     The PM gets more and more people to attend without having to chase them down. If a person gets to shine in your meeting, they are more likely to show then if they are constantly being made to appear incompetent. 

The energy that everyone leaves the room with carries over into the focus and quality of the work your team needs to produce. Planning gives people time to think about the best way to perform a task instead of the tired approach of just giving you what they can in the time they’ve got left. It may feel like you won, but the shoddy end result will really be a loss for you and the team. No one wants to work on a project that is clearly going to fail.

This result means that the PM needs to invest the time to prepare for the meeting. It can mean spending 3 hours preparing the details so that your 1 hour meeting continues to breathe life into your project. Remember you don’t always see the work that everyone does when they leave the room. A well planned & executed meeting may require 4 hours of your time each week BUT it produces the momentum to get dozens or even hundreds of hours of work done this week for you!

It is the best and most immediate investment you can make to your own project success and towards building your professional brand. The good news is that it's never too late to start. You can start next week!

Also, this meeting can’t be monthly, or as needed. You and your team both need a regular energy boost. Just like needing to eat regularly to be able to function, this recurring, well-planned and executed meeting provides sustenance to your whole team on a regular basis. If you want to encourage a habit of excellence, you need to start with you. Once a week will give you and your team the momentum you need and allow you to provide your team with manageable, bite-sized chunks of work to do weekly. If you dump it all on them at once (too busy to plan & prepare) your project will stagnate, and you will find that you’re working inhuman hours to try to compensate.

If you’d rather DO than PLAN, you may need to consider whether project management is where your strengths lay. Planning and running progress tracking meetings isn’t a nice to have – it is the most vital regular interaction you will have with your team. Leaders must plan in order to lead. Doer’s follow plans and focus on doing. Trying to do both is not leadership.

The old adage: ‘if you do what you’ve always done, you’ll get what you’ve always got’ is the truth not just in project management, its true in life. If you are looking for a way to make a clear difference in your career, and set yourself up for the big promotion, don’t be afraid to lead.

Weekly progress tracking meetings is a PM’s opportunity to grow beyond the boundaries of their past performance and stand out amongst their peers, with their team and impress their executive stakeholders.

I'd love to hear your opinions and feedback. Have a different point of view? Please share it!! And thank you for reading my blog!

This process is a powerful tool to add to your PM tool kit for improving your brand and your reputation for execution excellence in project management.

For more information on tools & techniques that you can use to improve your project performance in increase the value of your brand join us on Twitter @exOrionLLC.

by Sean Best, PMP. Owner of exOrion LLC. His 20+ years of project management experience includes work in the banking, payment processing, telecommunications and software development industries. He can be reached at sbest@exorion.net

Work Back Schedules: Friend or Foe?

I've had a like / hate thing with work back schedules over the years. It’s the eternal battle between building your plan quickly or building it with precision. The answer to this battle is somewhere in between the two.

A work back schedule is a very high level timeline that you draft out on a white board starting with the last deliverable of the project, and marking down the broad stroke milestones going backwards to the beginning. Then you use your understanding of roughly how long each of those deliverables usually take and plot in the dates, starting with the go live / launch milestone, with the date that was already promised to the client and written in pencil on the back of a cocktail napkin by your sales rep!

By the time you get to the beginning of the timeline, (the last item you mark on the board) you’ll see whether you have plenty of run way, or whether you're launching B-25B Mitchell U.S. Army Air Force bombers from the deck of a U.S. Navy Aircraft carrier (See the Doolittle Raid on Japan for the reference ;)! 

What you end up with is a very basic but good educated guess on how much time you’ll need to execute your project.

The broad stroke deliverables (if you manage IT projects for example) working backwards from the go live date, could be:

·                  Deployment (Change board approval & code deployment) – 5 days

·                  User Acceptance Testing (user experience) – 4 weeks

·                  Quality Assurance Testing (testing that functionality works and doesn’t break production) – 4 weeks

·                  Development (writing code / configuration) – 4 weeks

·                  Functional Requirements Documentation (documenting HOW the code needs to work / functions that it will need to perform) – 4 weeks

·                  Business Requirements Documentation (documenting WHAT the functionality needs to do) – 4 weeks

·                  Use Cases (documenting process flows of what the functionality needs to do to satisfy the business goals.) – 2 weeks

·                  Submit business case to the project review & prioritization committee – 1 week.

This means that your guesstimate total duration for this project is about 6 months from start to finish.

If the napkin said that the target go live date was January 1st 2014, you would have needed to start your project July 1st 2013. If today is Oct 13th 2013, your gap (the difference between your preferred or target go live date, and what it would actually be if you started today) is about 3 ½ months. Your go live date is likely closer to April 15th 2014.

Now this is NOT an exact science, BUT it does give you a good idea on the do-ability of this project in the time you've got to work with.

Now you can make choices about how to satisfy this business need. Do you scale back the scope of the project to recover 3 ½ months? Do you break the project into smaller phases so that you can deliver SOMETHING by Jan 1st?  Do you add more resources to speed up delivery? Do you negotiate moving the target date out? You have options, which at this early stage of the project are much easier to discuss and gain support for than you would if you waited until you developed the detailed project plan and are well into the project. 

If you wait, it will be too late to have these conversations without a lot of push back. This is where you build your brand and add value as a project manager.

The risks of using this approach incorrectly include making the mistake of using this work back schedule as your execution plan. You will need to re-assess your plan based on information that you find out once the functional requirements are done and your developers have had a chance to provide their Level of Effort (LOE). You will need to build out the details of your plan with more precise information and re-calibrate it once you have this LOE.

As a result you should not commit to a delivery based on the work back schedule. It is a thumb-in-the-air guesstimate, not a precise forecast. It gives the key parties a good idea of the general scope of the project, not an exact prediction.

The value add you bring to the table includes the ability to gauge the scope and duration of a project quickly and early on, so that your business leads and sales team can manage the message as early on as possible. 

You can use your work back plan as your barometer to determine how realistic the target date is (or not). And most importantly, you have milestones to drive your team towards for the first few deliverables - project committee approval of scope, development of use cases, business requirements and functional requirements. Because these deliverables can be subjective and involve departments that do not normally work within the confines of a timeline, they need to have target dates to have their work complete IF the target date is going to be a realistic date for your ‘go live’.  

It also allows them to prioritize their work. No target dates for these early deliverables equates to an absence of urgency for your team (i.e., low priority). Your project sits in limbo while you WAIT for direction. Even without all of the details you can still drive your project forward. DO NOT WAIT!

The benefit to you as the project manager is that it gets your team working NOW, while it buys you time to build out your more detailed project plan. No one is waiting on you (and pressuring you) to get a plan put out there yet. 

Take advantage of this time to press your team forward while you build more precision into your plan. The analogy that I use is that you know that you need to go west from the start. You may not know if your final destination is Los Angeles, San Francisco or Las Vegas. Your work back schedule is like a compass. Your detailed project plan is more like a GPS. In both cases you are marching west. The detailed plan will give you specific routes but you still have to go west. You may need to alter your course a bit but you have already started marching. 

The alternative is to wait until you have every route, detour, alternate route, gas stop, hotel, restaurant, Wal-Mart, Pep Boys, etc. mapped and planned out before you leave your house. Time wasted that you cannot recover. Your 6 months extends to 10 months or more while you put everyone on hold until you’ve got your masterpiece plan. However your business will have lost ground and position in the market place. You are either driving the bus or trying to catch it. 

You can’t lead from behind. Get in front of it early and provide your team direction while you figure out the details to build your ‘Mona Lisa’.

This process is a powerful tool to add to your PM tool kit for improving your brand and your reputation for execution excellence in project management. For more information on tools & techniques that you can use to improve your project performance in increase the value of your brand join us on Twitter @exOrionLLC.

by Sean Best, PMP. Owner of exOrion LLC. His 20+ years of project management experience includes work in the banking, payment processing, telecommunication and software development industries. He can be reached at sbest@exorion.net

Business: Achieving the Three Pillars of Project Management - By Yvonne Nhuta

This is an excerpt of an article on one of the fundamental aspects of managing projects. 

"Tracking the Project:

Generally speaking, project managers will normally find themselves limited by time and money. This leaves the biggest task: making sure that the quality delivered is worthy of the time and money spent on the project. If a project has been planned properly, the project manager will be able to identify when a project might breach its parameters and be able to proactively respond to keep it on track. An effective project plan will consider all the possible ways in which cost and time can be reduced without compromising on the quality of the overall delivery. If all projects are conducted in this manner, a business is sure to increase its bottom-line. "

Limitations of time often means that the planning isn't as robust as a project manager would want it to be. Hence the poor quality end result. Planning requires time, patience, careful analysis of the project data and the ability to isolate problem areas BEFORE they actually become problems then devise an action plan to handle them if they do occur. How do YOU handle the problem of  time limits and managing your projects? I'd be happy to hear from you!!

To read this entire blog go to: Achieving the Three Pillar of Project Management

When is a Project Manager not a Project Manager

By Anthony Sherick

"It seems that these days everyone claims to be a project manager. Glancing through the jobs pages of newspapers, you’ll see a wide variety of companies crying out for the skills of experienced project managers. Account managers are being renamed project managers; In fact anyone who can be classed as managing a project is now called a PM. But are these ‘true’ project management roles? We take a look at some of the project management jobs that don’t require the skills of a true project manager."

By Anthony Sherick of Project Manager Jobs (www.projectmanagerjobs.co.uk) the dedicated website for jobs in project management.

 (See the rest of this article at http://www.projectsmart.co.uk/when-is-a-project-manager-not-a-project-manager.html )

Good article and very true. This also raises a series of questions, particularly as it relates to the “Subject Matter Expert PM” in this article.

• ·         What project tools do they go to and rely on to position their projects for success?
• ·         Which project management artifacts do they create? Do they know which ones to create; when to use them and why?
• ·         Where do they go to for guidance and administrative support?

We would love to hear your thoughts, stories and comments. Use the Comments Box on the left side of this blog page.

Operational Readiness Review - Getting your Team to March to the Same Orders Willingly While Building Your Brand!

The concept of an Operational Readiness Review originates from a process that is used by the United States Military and NASA  It is used to ensure that all team members are crystal clear on the details of the mission they are preparing to complete. (See http://en.wikipedia.org/wiki/Design_review_(U.S._government). 

Everything from equipment being used, to who will be using them, for what, when and in what sequence of events.

This process is one that can be leveraged conceptually for complex project execution like migrations / conversions for example.

Managing projects are complex work requiring focus and concentration. Migration / conversion / on-boarding projects are a good example of complex projects. They often have direct impacts on your customers if they aren’t carefully analyzed, planned, socialized, refined & executed.

You may have to run several of them, and produce increasingly more predictable results with each pass.

o  Operations requires this – manage through change effectively while maintaining performance within existing SLA’s.

o   Sales needs this – sell a solution to a client and setting realistic expectations on end product, delivery timing and quality.

o   Customer Service needs this – manage customer expectations and addressing customer needs.

o   Finance needs this in order to be better positioned to quantify and predict ROI

Why do I need an ORR? An ORR or Operational Readiness Review is a process by which the individual steps of a migration / conversion are reviewed with the core team members and then documented. It produces a document that details the process; step by step and in the proper sequence. There may need to be several iterations of the review process and document updates. Not only for the purpose of getting it right, but also to allow the process details to be fully socialized with the core team members who will be executing those individual steps. Nike Project management (Just Do It) cannot be relied upon for these types of projects. Too many things need to be planned, anticipated and have back up plans in the event that something goes wrong. This is highly likely in these sorts of projects. 

Flow chart out individual execution steps (grouped by resource). The steps are often times sequential, though many may happen concurrently. There are many steps and participants who need to be working in synchronicity and on time for a migration / conversion to be successful. While a document of the steps is critical and necessary, many people are visual learners and as a project manager, you need to ensure that you are communicating with all of your core team members in a language that they understand.

Create document with detailed steps, owners, dates, times, and comments. A flow chart does not provide the level of detail that a checklist will provide. Some will need this level of detail while others will need less. Most often the involved stakeholders will need the checklist. The informed stakeholders (customer service, marketing, etc) will not always require the same level of detail but will want to understand the process. The flow chart is a great tool for identifying the key checkpoints, exit/entry criteria from one phase of the migration to the next, and particularly the Go / No Go;  Point of No Return in the process.  Of course if there is a No Go decision, your plan must include a roll back strategy otherwise Go / No Go becomes Go-No-Matter-What. It is important that all understand when this milestone is reached and that all stakeholders are involved in this part of the process. They need to assess and participate in the decision making process as it will affect their realms of responsibility.

Review both with your execution team and stakeholders. Ensure that all understand the process, and understand the impacts of the migration to their individual departments and responsibilities.

Run multiple phases, tweak and modify the process after each phase. Where possible, break a migration into multiple phases. Running test phases is akin to warm ups for the big game. It will allow you to test the process, correct or modify and then try again. Having a high sense of comfort in the validity of your process is important not just for you but to instill confidence in your stakeholders who you will need to support you during the migration, and who will inherit the outcome.

An Operational Readiness Review accomplishes many things at once. It ensures that all team members are on the same page / marching to the same orders; Increases confidence that all team members know their roles and are well prepared to execute them correctly; creates a more cohesive team performance and environment; Increases chances for success / better prepared for handling exceptions; manages expectations with informed stakeholders.

This process is a powerful tool to add to your PM tool kit for improving your brand in project management by increasing your reputation for execution excellence.

For more information on tools & techniques that you can use to improve your project performance in increase the value of your brand visit us at www.exorion.net . Join us on Twitter @exOrionLLC.

by Sean Best, PMP. Owner of exOrion LLC. His 20+ years of project management experience includes work in the banking, payment processing, telecommunication and software development industries. He can be reached at sbest@exorion.net