<\/p>\n
Test – How Good Are Your Own Project Management Skills?<\/a><\/p>\n What is Project Management? Feasibility Studies — Is the Project Achievable or Optimised?<\/a> Benefits Planning & Realisation — How to Implement This Most Valuable Aspect of Projects.<\/a> Risk Assessment\u00a0and Management — What Could Go Wrong?<\/a> Implementation of Project Plan — How\u00a0Do We Ensure Implementation While Managing Change?<\/a> Earned Value Management — How Do We Measure\u00a0Progress and Results? Glossaries of Project Management Terms<\/a> Also consider<\/em> Project management is the\u00a0planning,\u00a0organizing and managing the effort to accomplish a successful project. A project\u00a0is a one-time activity\u00a0that produces a specific output and or outcome,\u00a0for example, a building or a major new computer system. This is\u00a0in contrast to a program, (referred to a ‘programme’ in the UK) which is 1) an ongoing process, such as a quality control program, or 2) an activity\u00a0to manage a number of multiple projects together.<\/p>\n Project management includes developing a project plan, which involves\u00a0defining and confirming the project goals and objectives,\u00a0how they\u00a0will be achieved, identifying tasks and quantifying\u00a0the resources needed, and determining budgets and timelines for\u00a0completion. It also includes managing the implementation of the\u00a0project plan, along with operating regular ‘controls’ to ensure\u00a0that there is accurate and objective information on ‘performance’\u00a0relative to the plan, and the mechanisms to implement recovery\u00a0actions where necessary.<\/p>\n Projects often follow major phases or stages (with various\u00a0titles for these), for example:\u00a0feasibility, definition, planning, implementation, evaluation and realisation.\u00a0(Thanks\u00a0for Kevin Lonergan for contributing to this description.)<\/p>\n NOTE: There are many software tools that make project management\u00a0much more effective and efficient. Software Tools to Do Project Management Process<\/a> lists software resources.\u00a0The reader might best be served to read about the overall project\u00a0management process in the section, “Foundations of Project\u00a0Management” below, and then review some of the software tools.\u00a0Another approach is to review the tools as the reader progresses\u00a0through each phase of the project management process.<\/p>\n The following links provide an overview of project management:<\/p>\n Project\u00a0Management<\/a> Also consider<\/em> It will benefit the reader immensely to have an understanding\u00a0of at least the basic planning processes before undertaking the\u00a0 more detailed process of project management. See\u00a0Basic\u00a0Guidelines for Successful Planning Process.<\/a> Planning is all about asking questions, making decisions and solving problems,\u00a0so it also will be useful for the reader to have some guidelines\u00a0for\u00a0Decision\u00a0Making<\/a> and\u00a0 Problem\u00a0Solving<\/a>.<\/p>\n There are numerous other topics in the Library that could pertain\u00a0to project management, but the reader might best be served to\u00a0 first review the resources linked from this topic on Project Management\u00a0and afterwards see\u00a0Related Library Topics<\/a>.<\/p>\n Now that you’ve gained an understanding of the overall project\u00a0management process, it’s useful to consider how projects could\u00a0be managed. One traditional approach is to define and deliver your project throu<\/p>\n gh distinct phases. Here are two approaches that further enlighten how\u00a0you might think about managing your projects. Project management methods fall broadly into two camps: predictive (planned) and iterative (evolving).\u00a0 The most common predictive model is Waterfall and its derivatives and the most common iterative methods follow the principles of\u00a0Agile.<\/p>\n \u2018Fusion\u2019 Project Management<\/a><\/p>\n Agile is not a method – it is an approach (a set of values and principles) covering the development aspect of projects, e.g. software development.\u00a0When combined with methods (such as Scrum) that support Agile principles, the result is an Agile development process. Agile methods mainly cover the (technical) development activity itself.\u00a0 On many larger projects there are also other elements that need to be managed which Agile methods typically do not cover.\u00a0 These are covered elsewhere across this guide.<\/p>\n The Originators of Agile: Agile Manifesto<\/a> A number of development methods\u00a0match the principles of Agile. They\u00a0address\u00a0elements of the development activity (e.g. software development) and most\u00a0do not\u00a0address aspects outside of the core development activity. Therefore on larger projects, many Agile methods will not cover all that has to be done.\u00a0 It will still be\u00a0necessary to plan and manage those elements.<\/p>\n Scrum:\u00a0in under\u00a010 Minutes<\/a> Prince2 originated in the 1990s\u00a0as the UK Government method for managing IT projects.\u00a0Since then authors have worked to broaden its applicability.\u00a0 It is\u00a0primarily a\u00a0framework for defining and delivering projects that focuses mainly on Governance.\u00a0 As with Agile, it does not cover many other core elements of\u00a0managing projects, such as many of those covered in ‘Doing project management’ on this page.<\/p>\n Overview of Prince2<\/a> A number of the more mature Professional Associations have published their own Body of Knowledge (BoK) covering project management. \u00a0These are not<\/em> methodologies in themselves, but do describe processes and skills or competencies associated with\u00a0project management. PM Certification examinations such as PMP or APMP are based on their relevant BoK. The most popular are:<\/p>\n The UK APM BoK<\/a> Project\u00a0Roles and Responsibilities<\/a> There are certain skills to have when conducting project management.\u00a0It’s best to have a team of planners when doing project planning.\u00a0Therefore, it’s important to have skills in forming, leading and\u00a0facilitating groups. The following information will help you develop\u00a0these skills.<\/p>\n Yes, Project Managers Need Leadership Skills!<\/a> A feasibility study determines if a project is viable or tests the pros and cons\u00a0of different technical strategies and solutions.<\/p>\n Feasibility\u00a0Study – Can You Mange It?<\/a> Project planning includes\u00a0agreeing the overall goals to be\u00a0achieved by the project, the objectives\u00a0associated with each goal, responsibilities to achieve each objective.\u00a0Planning might also include specifying milestones or deliverables\u00a0to be produced, and timelines for achieving the objectives and\u00a0milestones.<\/p>\n Project Planning A Step by Step Guide<\/a> Covers responsibilities for\u00a0key decisions and may also cover business level reviews of strategic projects:<\/p>\n APM’s resources<\/a> It can be fundamentally useful to define crystal clear success criteria for any\u00a0project, to avoid the real risk of anyone making incorrect assumptions on such\u00a0an important matter.<\/p>\n What\u00a0is Success in Project Management?<\/a> A new topic that has developed from the UK since 2000. \u00a0For any organisation involved in a business improvement or change project, this is the most valuable and\u00a0important task they will do.<\/p>\n Guidance on Benefits Planning, Realisation and Management<\/a> Some projects do planning by working from an initial set of\u00a0project requirements. The requirements might have come from other\u00a0stakeholders, or people who have a strong interest in the project\u00a0and\/or will be affected by the project.<\/p>\n Incose: International Council on Systems Engineering\u00a0– defining customer needs and requirements in (project) systems<\/a> Generic\u00a0Project Proposal Template<\/a> Program\u00a0Evaluation and Review Technique (PERT)<\/a> Resource allocation identifies the resources needed and schedules\u00a0their involvement. It might also consider the efficient integration\u00a0of those resources and do contingency planning in case certain\u00a0resources are not sufficient or available. Some planners might\u00a0include budgeting as part of the resource allocation process.<\/p>\n Resource\u00a0Allocation<\/a> Project\u00a0Management Budgeting Tools<\/a> Risk management involves identifying potential risks\u00a0in\u00a0a project and how to mitigate or manage each. It’s always best if risks\u00a0are identified\u00a0using a comprehensive and systematic approach.<\/p>\n Project\u00a0Risk Management Principles<\/a> A Consistent Project Risk Assessment Tool<\/a> Ethics is clarifying what’s morally right and wrong, and influencing\u00a0that actions are morally right. Ethics can include codes of ethics,\u00a0codes of conduct, guidelines to resolve ethical dilemmas and training\u00a0about these ethics tools. Ethics applies in all aspects of project\u00a0management.<\/p>\n Business\u00a0Ethics<\/a> The best practices to ensure implementation of the plan actually\u00a0start early in the planning process. The practices are the same,\u00a0whether for strategic, business or project planning.<\/p>\n How\u00a0to Ensure Implementation of Your Plan<\/a> Implementation of important plans, such as strategic, business\u00a0and project plans, usually impact the strategy, structure and\/or\u00a0operations of the organization. Therefore, it’s important that\u00a0project managers understand at least some basics about managing\u00a0change in organizations.<\/p>\n Guidelines, Methods and Resources for Organizational Change Agents<\/a><\/p>\n It’s extremely important to communicate project plans, status\u00a0and results to stakeholders. Many project managers would agree\u00a0that this is one of the biggest problems in project management.<\/p>\n Project\u00a0Communication<\/a> Some Effective Communications Tools for Managers<\/a><\/p>\n Earned value management provides objective measures of\u00a0schedule and budget performance\u00a0during implementation. When done comprehensively\u00a0and systematically, it will\u00a0provide early detection\u00a0of schedule or budget problems.<\/p>\n What\u00a0is Earned Value?<\/a> Program\u00a0Evaluation and Review Technique (PERT)<\/a> Project evaluation is done during project implementation and\u00a0after completion in order to assess the quality of activities\u00a0and achievement of results.<\/p>\n Project Management Evaluation<\/a> Program\u00a0Evaluation and Review Technique (PERT)<\/a> Why\u00a0Does Project Management Fail\u00a0in Some Companies?<\/a> Project\u00a0Management Glossary<\/a> Free\u00a0Project Management Articles published weekly<\/a> How To Find The Right Project Management Software\u00a0For Your Needs<\/a> International\u00a0Project Management Association<\/a> Getting the PMP Certification<\/a> Enterprise\u00a0Resource Planning<\/a> In addition to the articles on this current page, see the following\u00a0blogs which have posts related to this topic. Scan down the blog’s\u00a0page to see various posts. Also see the section “Recent Blog\u00a0Posts” in the sidebar of the blog or click on “next”\u00a0near the bottom of a post in the blog.<\/p>\n Library’s\u00a0Business Planning Blog<\/a> To round out your knowledge of this Library topic, you may\u00a0want to review some related topics, available from the link below.\u00a0Each of the related topics includes free, online resources. Also, scan the Recommended Books listed below. They have been\u00a0selected for their relevance and highly practical nature.<\/p>\nSections of This Topic Include<\/h2>\n
Foundations of Project Management<\/h3>\n
<\/a> Overviews of Project Management<\/a>
Basics of Project Planning<\/a>
Roles in Project Management (including\u00a0Project Manager)<\/a>
Skills Required to Leading Teams and People\u00a0in Project Management<\/a><\/p>\nProject Planning<\/h3>\n
Project Planning — How Do We Determine Project’s Outcomes, Goals\u00a0and Objectives?<\/a>
Project Governance — How Do We Bring Business Level Control to Projects?<\/a>
Project Success Criteria — How Do\u00a0We Leave Everyone in Zero Doubt?<\/a><\/p>\nAllocating Project Resources<\/h3>\n
Resource Allocation — What Do We Need to Implement\u00a0the Plan (People, Money and Scheduling)?<\/a><\/p>\nRisk Assessment and Ethics Management<\/h3>\n
Ethics and Projects — Are We In Conformance,\u00a0Morally and Legally?<\/a><\/p>\nImplementing Projects<\/h3>\n
Communicating Your Plans and Status — What\u00a0Do We Communicate to Whom and When?<\/a><\/p>\nEvaluating Projects<\/h3>\n
<\/a> Evaluating Projects and Results — How\u00a0Do We Evaluate Implementation and Project Results?<\/a>
When Projects Are in Trouble — How Do\u00a0We Avoid Pitfalls and What Do We Do If They Occur?<\/a><\/p>\nGeneral Resources and Topics<\/h3>\n
Resources With Many Resources About Project Management<\/a>
Software Tools to Do Project Management Process<\/a>
Organizations Focused on Project Management<\/a>
Getting PMP Certification<\/a>
Some Related Fields<\/a><\/p>\n
Related Library Topics<\/a><\/p>\nFOUNDATIONS OF PROJECT MANAGEMENT<\/h2>\n
What is Project Management?<\/h2>\n
Overviews of Project Management<\/h2>\n
Solid Overview of Project Management<\/a>
Origins of Modern Day Project Management & Trends in\u00a0Recent Decades<\/a>
Developing a Project Management Best Practice<\/a>
Project\u00a0Management Simply Explained<\/a>
Finding\u00a0Humor in Project Management<\/a>
From\u00a0Project Management to Program Management<\/a>
Is\u00a0PM Just Common Sense?<\/a>
Some\u00a0Project Management Standards and ‘Bodies of Knowledge’<\/a>
Successful International Projects<\/a>
Does It Have To Be So Hard?<\/a>
Project Success for the Small Business<\/a>
Creating a Successful Project Manager Resume – a Step by Step Guide<\/a><\/p>\n
Glossaries of Project Management\u00a0Terms<\/a><\/p>\nBasics of Project Planning<\/h2>\n
Some Popular Approaches to Managing Projects<\/h2>\n
Agile Project Management<\/h3>\n
Concise Overview of Agile<\/a>
Agile\u00a0Project Management for IT Projects (a book chapter)<\/a>
Comparison of Agile and Waterfall<\/a>
Agile\u00a0Management (an approach to management)<\/a>
Decomposition of Projects: How to Design Small\u00a0Incremental Steps
<\/a> Agile Project Management
<\/a> Agile Reporting from Waterfalls<\/a><\/p>\nSome Examples of Agile Methods:<\/h3>\n
Extreme programming (XP): Guidance and references<\/a>
Kanban: in Under 5\u00a0Minutes<\/a>
DSDM: What is DSDM?<\/a>
Test Driven Development: Agile project management: 12 key principles, 4 big hurdles<\/a><\/p>\nPrince2<\/h3>\n
The PRINCE2\u00ae Training Manual
<\/a> PRojects IN Controlled Environments (a.k.a. PRINCE2\u00ae)
<\/a> PRINCE2: The Most Popular PM Exam In The World \u2013 Guest Post by Simon Buehring<\/a><\/p>\nProject Management ‘Bodies of Knowledge’<\/h3>\n
US PMI PMBoK<\/a><\/p>\nRoles in Project Management (including\u00a0Project Manager)<\/h2>\n
Role\u00a0of the Project Manager<\/a>
Real Example of Lessons Learned on Project Manager Responsibilities<\/a>
In-House\u00a0Project Managers vs. External<\/a>
The\u00a0Role (and Challenge) of the Project Sponsor<\/a>
Top 10 Leadership Qualities of a Project Manager<\/a>
Maximizing Project Managers<\/a>
How Bad Project Managers are Killing the Profession<\/a>
Making\u00a0Junior Project Managers More Senior<\/a>
Managing Projects on a Global Scale<\/a>
12\u00a0Essential Soft Skills for Project Managers<\/a>
Seven\u00a0Deadly Project Manager Sins<\/a>
On\u00a0the importance of field knowledge in project management<\/a>
Who\u2019s The Boss?
<\/a> Where Can a Project Manager Go From Here?
The Trouble With Sponsors<\/a><\/p>\nSkills to Lead Teams and People in Project Management<\/h2>\n
Kicking\u00a0Off the Project Team<\/a>
Team\u00a0Building<\/a>
Leadership\u00a0(Introduction)<\/a>
Meeting\u00a0Management<\/a>
Short Video on What Makes\u00a0a Great Project Manager<\/a>
Facilitating\u00a0in Face-to-Face Groups<\/a>
Group-Based\u00a0Problem Solving and Decision Making<\/a>
Conflict\u00a0Management (this topic provides basics in managing conflict in\u00a0groups)<\/a>
Capturing Lessons Learning During Projects<\/a>
Using\u00a0Project Teams on Organizational Projects<\/a>
Project\u00a0Management, Leadership and Making the Right Decision<\/a>
A Strategic Management Model that Works<\/a>
Course 19: Managing Projects<\/a>
Become\u00a0a Project Management Minimalist — Video 1<\/a>
10\u00a0Steps to Project Success<\/a>
On\u00a0the importance of field knowledge in project management<\/a>
5\u00a0Leadership Skills for Project Managers<\/a>
How Project Managers Can Manage Conflict
<\/a> Project With China
<\/a> Cultures in the Project
<\/a> How to Onboard Project Resources
<\/a> Successful Strategies for Global Projects<\/a><\/p>\nPROJECT PLANNING<\/h2>\n
Feasibility Studies — Is your Project Viable or Optimised?<\/h2>\n
Feasibility\u00a0Studies<\/a>
How to Develop a Prototype<\/a>
Have Your Project Demo Ready<\/a>
So Are We Doing This?<\/a>
Are We All Here?
<\/a> Is It a Project or an Operation?
<\/a> Is Your Project Really Worth It?<\/a><\/p>\nProject Planning — How Do We Determine Project Outcomes, Goals and Objectives?<\/h2>\n
Overview of Project Planning<\/h3>\n
Steps\u00a0in Project Planning<\/a>
Project Management Planning<\/a>
How to Plan Any\u00a0Project<\/a>
Assumptions\u00a0When We Plan and Define Projects<\/a>
Planning\u00a0a Project — Sample Project Plans<\/a>
Planning\u00a0a Project — the Basics<\/a>
How to Use Software to Plan and Prioritize Projects<\/a>
Putting a people focus into project management<\/a>
Project\u00a0Management Definition and Solutions<\/a>
Avoid That Creep<\/a>
How Many Trackers Do You Track?
<\/a> The Pareto Thing
<\/a> My
\nOwn Moving Country Project
<\/a> Centralising Your Project Portfolio<\/a><\/p>\nProject Governance<\/h2>\n
An Overview of Project Governance<\/a>
Don’t Confuse Governance with Management<\/a><\/p>\nProject Success Criteria<\/h2>\n
Simple Overview of How To Do This<\/a><\/p>\nBenefits Planning and Realisation<\/h2>\n
Example in practice<\/a><\/p>\nWhen Working from Requirements<\/h3>\n
Overview on requirements management by UK’s Office\u00a0of Government & Commerce<\/a>
Open Architecture Requirements Management<\/a>
Building a Requirements Document<\/a><\/p>\nSome Tools for Project Planning<\/h3>\n
Project Evaluation and Review Technique<\/a>
Statement\u00a0of Work<\/a>
Project\u00a0Charter<\/a>
How to Create a Work Breakdown\u00a0Structure<\/a>
Dependency\u00a0Structure Matrix
<\/a> RAID or Not to Raid<\/a><\/p>\nProgram Evaluation and Review Technique (PERT)\u00a0– A scheduling Technique<\/h3>\n
How\u00a0to Use a PERT Chart for Project Management<\/a>
User-Friendly Handbook for Project Evaluation<\/a><\/p>\nResource Allocation — What Do We Need\u00a0to Implement Project Plan (People, Money, Scheduling)?<\/h2>\n
Splitting\u00a0a Project Into Small Bits<\/a>
Estimating Project Costs<\/a>
Hierarchy\u00a0of Project Objectives<\/a>
Project\u00a0Management Resource Allocation<\/a>
Resource\u00a0Leveling<\/a>
Are Sub-Contractors Good Or Bad?<\/a>
Five\u00a0Techniques So You Don’t Have To Be There<\/a>
How to Manage Your Time as a Project Manager
<\/a> The Perception of Time
<\/a> Good, Cheap and Fast! You’ve Got to Be Joking!
<\/a> How to Manage Your Time as a Project Manager<\/a><\/p>\nSome Tools for Resource Allocation<\/h3>\n
Resource\u00a0Leveling<\/a><\/p>\nRISK ASSESSMENT AND ETHICS MANAGEMENT<\/h2>\n
Management of Project\u00a0Risk — What Could Go Wrong?<\/h2>\n
Improving\u00a0Project Risk Management<\/a>
10 Golden Rules of Project Risk Management<\/a>
Project Management: Risk Management<\/a>
What is Risk Management in Project Management?<\/a>
Risky Business
<\/a> Are Issues Risks?<\/a><\/p>\nSome Tools for Risk Management<\/h3>\n
Risk\u00a0Management Tools<\/a><\/p>\nEthical Analysis of Project — Are\u00a0We In Conformance, Morally?<\/h2>\n
Ethics in Project Management<\/a>
Ethics\u00a0in Project Management Customers and Suppliers?<\/a>
PMI’s Code of Ethics and Professional Conduct<\/a>
Project Management Ethics and Rules of Conduct
<\/a> Green Project Management<\/a><\/p>\nIMPLEMENTING PROJECTS<\/h2>\n
Implementation of Project Plan –\u00a0How Do We Ensure Implementation, While Managing Change?<\/h2>\n
To Ensure Implementation of the Project Plan<\/h3>\n
Course 19: Managing Projects<\/a><\/p>\nTo Manage Change During Implementation of the Project Plan<\/h3>\n
Communication and Your Project – Communication is the Life-Blood of Projects:<\/h2>\n
Methods for Distributing Information on Projects<\/a>
Real-World Project Communications<\/a>
If It\u2019s Important, Less Is More<\/a>
Inside Technical Specifications<\/a><\/p>\nSome Tools for Communicating Project Plans and Status<\/h3>\n
EVALUATING PROJECTS<\/h2>\n
Earned Value Management – How to Objectively Measure Schedule and Budget ‘Performance’<\/h2>\n
An Overview\u00a0of Earned Value Management<\/a>
Earned\u00a0Value Management<\/a>
Glossary of EVM Terms<\/a><\/p>\nSome Tools Project\u00a0Management<\/h3>\n
How\u00a0to Use a PERT Chart for Project Management<\/a>
Critical\u00a0Path Method<\/a><\/p>\nEvaluating Projects and Results – How Do We Evaluate Implementation and Project Results?<\/h2>\n
Methods for Evaluating Project Performance<\/a>
An Objective Method for Evaluating Project Managers’\u00a0Performance<\/a>
Systematic Planning and Evaluating the Project\u00a0Management Effort<\/a>
Using Return on Investment to Evaluate Project Management Training<\/a>
About Project Quality<\/a>
User-Friendly Handbook for Project Evaluation<\/a>
How Many Trackers Do You Track?<\/a><\/p>\nProgram Evaluation and Review Technique (PERT)<\/h3>\n
How\u00a0to Use a PERT Chart for Project Management<\/a>
User-Friendly Handbook for Project Evaluation<\/a><\/p>\nWhen Projects Are in Trouble — Most Common Issues and What Do We Do If They Occur?<\/h2>\n
Pragmatic\u00a0Project Management Requires Focus to Avoid Creep<\/a>
Project\u00a0Pitfalls from Symptoms to Solution<\/a>
One Project – Multiple Consulting and Freelance\u00a0Clients<\/a>
Top 10 Issues for Project Managers<\/a>
Reasons Why Projects Fail<\/a>
Project Management, initiative, leadership: How\u00a0to Avoid a Work Burnout<\/a>
5 Strategies for Dealing with Project Management\u00a0Chaos
<\/a> The Project Management Office Blues
<\/a> Exit Stage Left
<\/a> The Trouble With Troubled Projects<\/a><\/p>\nGENERAL RESOURCES AND TOPICS<\/h2>\n
Glossaries of Project Management Terms<\/h2>\n
A\u00a0Project Management Glossary<\/a>
PM Forum’s Glossary<\/a>
Wideman\u00a0Comparative Glossary of Project Management Terms)<\/a>
It\u00a0Depends On What the Meaning of “Is” Is<\/a>
Three Critical Project Management Terms to Know<\/a><\/p>\nFurther Sites With Many Resources About Project Management<\/h2>\n
PM\u00a0Forum Library<\/a>
Project\u00a0Management Tools<\/a>
Tutorials\u00a0Point<\/a>
The\u00a0Manager.org<\/a><\/p>\nSoftware Tools to Do Project Management Process<\/h2>\n
10 Free Tools for Effective Project Management<\/a>
Process\u00a0Templates and Tools<\/a>
Project Management\u00a0and Tools Directory<\/a>
How to Use Software to Plan and Prioritize Projects<\/a>
Exotic Project Management Software<\/a><\/p>\nProfessional Bodies Focused on Project Management<\/h2>\n
Project Management\u00a0Institute(PMI)<\/a>
UK Association\u00a0of Project Management (APM)<\/a>
Project Management Organizations and Resources<\/a><\/p>\nGetting PMP Certification<\/h2>\n
Project Management\u00a0Certification and Training<\/a>
PMP\u00a0Certification Guide – Online PMP Certification Training
<\/a> Project Management Certification Just Got Easier
<\/a> PRINCE2: The Most Popular PM Exam In The World \u2013 Guest Post by Simon Buehring<\/a><\/p>\nSome Related Fields<\/h2>\n
Management\u00a0by Objectives<\/a>
Program\u00a0Management<\/a><\/p>\nLearn More in the Library’s Blogs Related to This Topic<\/h2>\n
Library’s\u00a0Building a Business Blog<\/a>
Library’s\u00a0Leadership Blog<\/a>
Library’s\u00a0Project Management Blog<\/a>
Library’s\u00a0Strategic Planning Blog<\/a>
Library’s\u00a0Supervision Blog<\/a><\/p>\nFor the Category of Planning and Project Management:<\/h2>\n