Last Seen Blogs
Text
Remote Agile: Practices and Tools [Video]
This post was originally published on this siteWatch the Replay of the Remote Agile Practices & Tools Live Virtual Class At the end of March, we ran a Remote Agile Practices & Tools class with about 30 participants from all over Europe, the Eastern Seaboard, and Canada. The participants agreed on recording it and make […]
from WordPress https://ift.tt/2R4SLZb
via IFTTT
0 notes
Text
Remote Agile: Practices and Tools [Video]
This post was originally published on this siteWatch the Replay of the Remote Agile Practices & Tools Live Virtual Class At the end of March, we ran a Remote Agile Practices & Tools class with about 30 participants from all over Europe, the Eastern Seaboard, and Canada. The participants agreed on recording it and make […]
from WordPress https://ift.tt/2R4lM7a
via IFTTT
0 notes
Text
👨💻[PJPM][Submit Your Questions] – Coaching Call on April 14 (@1PM US Central)
This Content is Limited to PJPM Students Only! Perfect Junior Project Manager Program is a unique program that combines two critical components: Teaches you the Core Project Management framework. You’ll learn actionable project management basics. Gives you direct access to a Project Management Mentor. So that you can get your first project management job easier and faster. If you want to become a Project Manager this program is for you. Get Access to the Program How to submit a question? It’s easy. Just write it in the comments below. I’ll collect them before the call. How to Write a Perfect Question You need to ask all the questions that you have. There are no unimportant or small questions. However, to make it easier for me do include details like: Module/Lesson to which the question is related. Some additional context. Any other details that will help me understand what you mean. How to participate? I understand that you have a busy schedule. So, you can always watch the Recording of the Coaching Call. Likewise, you can join live and talk with me directly. I’ll provide a link to the Coaching Call in an email on the day of the meeting. Next Steps Put an event in your calendar. Submit your questions as you go.
from WordPress https://ift.tt/2UAufB1
via IFTTT
0 notes
Text
Agile Unplugged: EP 02 | Mike Cottmeyer and Dennis Stevens
This post was originally published on this site Listen to the Agile UnpluggedPodcast on the go! Find and subscribe to Agile Unplugged on: Welcome to the next installment of an all-new podcast hosted by LeadingAgile’s CEO, Mike Cottmeyer. Agile Unplugged is your chance to explore LeadingAgile’s freshest ideas, mental models, frameworks, and solutions with the […]
from WordPress https://ift.tt/2JqGI49
via IFTTT
0 notes
Text
Managing Remote Teams: Challenges, Best Practices & Tools
As technology advanced, so did the workforce and how teams work. No longer were organizations tied to dipping into the local talent pool. With broadband, mobile devices and software solutions, teams could be recruited anywhere and work remotely.While this widened the net in terms of capturing skilled workers, it creates a whole new set of problems for managers. How can you manage someone when they’re not there? Of course, you must trust your remote team to do its job. Yet, if you’re unable to monitor their work then you’re not able to balance that workload or know if they’ve gone off-track. It might feel a bit like driving blind, but it doesn’t have to be. Managing remote teams is possible with online project management software to assign, monitor and report on remote teams, no matter where they are or when they’re working. What Is a Remote Team? A team is just another way to say a group of people who are working together to solve a common goal. A remote team, also referred to as a distributed team, is no different than any other team, except in one very important way. A remote team is a group of people who are working together to solve a common goal who are working in different offices, cities or countries. Related: Coronoavirus: Work From Home Software & Tips Managing Remote Teams Remote teams, like any team, report to the same manager. That means the manager must be able to administer and coordinate the team, as if they were all in the same room. The manager must assign their tasks, monitor their progress and report back to stakeholders. As noted, remote teams are more popular than ever. That trend looks as if it will continue, so it’s important that managers learn how to manage remotely. Whether remote teams are reducing overhead costs, giving projects a 24-hour work cycle or just giving organizations the opportunity to hire more talent, managers still must manage them. This creates challenges. Challenges for Remote Teams Communication is the most obvious challenge when managing remote teams. Being able to clearly direct tasks and keep a channel open between manager and team is key to successful execution. Tracking work and productivity, as noted earlier, is also essential to know if the project is aligned with the plan. Of course, there is corporate culture to consider, as some companies will be slow to accept a new paradigm. There are issues for the team, too. If they are working remotely, but others are in the office, the distributed team member can feel as if they’re not part of the team and their contributions are not noticed or appreciated. There can be unnecessary downtime as they wait instructions. And, worse, they may not buy-in, which negatively impacts their work and morale. Related: Work From Home Resources 5 Tips for Better Remote Team Management While nothing replaces face-to-face dialogue, there are ways to resolve these inherent challenges when managing remote teams: 1. Video Conferencing It’s a bit awkward, but there are plenty of tools out there to connect people no matter where they are. Having either daily standup meetings or, for deeper discussions, a whiteboard session is a great way to communicate, get feedback and see one another’s faces. Don’t underestimate the power of even a virtual conference. Putting faces to the names builds trust and develops bonds that are critical for teams to work well together. Although it wouldn’t hurt to allocate some time and money in the budget for in-person summits. 2. Be Clear in Your Instructions When you’re in the same office and managers and teams are in constant communications, the need to be precise is still important but not as essential as it is when managing remote teams. Don’t use fuzzy language like “fast” or “good.” Those terms are up for personal interpretation. Show an example of what you want, use deadlines and set milestones. Share your calendar, so everyone can see when what is due. Set clear expectations. 3. Stay Engaged It’s easy to neglect remote teams. They’re not in the office with you. They don’t see you arrive in the morning, get invited to have lunch or just pass you in the hall. These casual connections slowly build up trust, while remote teams can feel more abstract, like a name without a face. Therefore, as manager, it’s important for you to reach out and stay in touch with the remote team. Invite them into meetings through some teleconferencing tool and set up weekly check-ins, so you can get a feel for how they’re doing and if they need anything from you to do their job better. 4. Focus on Goals Micromanagement is a dangerous road for managers. It can make teams feel as if you don’t trust them or their ability to do the job they were hired to do. It can be difficult to not micromanage when you’re managing remote teams. This speaks to a trust issue, of course, but if you can track the progress of the remote team’s goals rather than what they’re doing every minute of the day, then you are tracking their performance without making teams feel like they’re just worker monkeys. If you’re meeting your goals that means your remote teams are managing their workload. 5. Get the Right Software Before you employ remote teams make sure you have the tools you need to keep them in the loop. If your teams are cut off from the rest of the organization, if they can’t communicate, share files and collaborate, then they’re never going to work productively. For that matter, if managers aren’t able to monitor and track their progress and have tools to get reports to evaluate their performance and the performance of the project writ large, that’s a recipe for disaster. So, find an online tool that has a full spectrum of project management features that connect teams and managers. ProjectManager.com Helps You Manage Remote Teams Segueing off that last tip, you’ll want an online project management software that has a full suite of features to help managers and teams manage work together—no matter where they’re located. ProjectManager.com is an award-winning software that keeps projects organized and remote teams productive. Getting teams assigned tasks when they’re distributed is difficult, but not with ProjectManager.com. When team members are invited to the project, the manager can assign them tasks. Those tasks can have detailed instructions and unlimited attachments. Once the duration of each task is set, they populate a Gantt chart, or project timeline. This way everyone can track deadlines and stay motivated. Make plans, schedule work and assign tasks with online Gantt charts. But sending out assignments into the void is not going to work. That’s why ProjectManager.com keeps managers and remote teams connected. Comments can be added at the task level, which keeps managers and team members talking, but also creates a collaborative platform for the whole team to work better together. If they need to pull someone else in from the project team who isn’t assigned to the task, simply tag them in a comment and they’ll be alerted by email. ProjectManager.com has multiple views for managing work and collaborating. Assignments are made, teams are collaborating, but managers are still in the dark about progress and performance. But not with ProjectManager.com, which has a real-time dashboard to track progress as it happens and automated project reports that get into the details. The last thing a manager wants is to overburden a team member while others are not doing anything. But when managing remote teams it can be hard to know who is doing what and when. ProjectManager.com solves that problem by having resource allocation tools that show when team members are working and when they have holidays, vacation or sick days. A workload page is color-coded, so you can see at a glance if your team’s workload is balanced. If not, then reallocate right from that page. See availability, workload, holidays and more with our resource management tools. ProjectManager.com is a key component to any remote management methodology. Managers have the tools to keep their teams working and monitor their progress, while teams get the collaborative features they need to work better together. Start your free 30-day trial and start managing your remote teams better. Watch a Training Video on Managing Remote Teams As remote teams become more the norm, Jennifer Bridges, PMP, relates additional ways of using project management software to manage them. She talks about managing external vendors as well. [embedded content] Here’s a shot of the whiteboard for your reference! In Review: 3 New Tips for Managing Remote Teams First, Jennifer noted the variety of distributed teams that can be working together on a project from different locations. There are: Vendor partners Sales teams Product development teams That’s just three, but each project could have more or less, so it’s crucial that you have a strategy to that ensures everyone is working together. Next, she outlined some potential issues when teams are working remotely: Not feeling part of the team Not contributing Waiting for instructions Feel work is directive Don’t have buy-in While nothing replaces face-to-face dialogue, Jennifer offered these three ways to resolve the inherent problems of remote teams: Video conferencing with whiteboard Two-way collaboration and input Allocate budget/time for some in-person summits The talent pool has expanded, and you can now tap expertise from all over the globe, so it’s worth the extra-effort to learn remote managing skills. Pro-Tip: Before you manage your remote team, you need to hire them. This is really the first phase of your management strategy. You want to employee team members who have experience working remotely and have proved themselves disciplined to complete tasks with autonomy. Thanks for watching! Transcription: Today, we’re talking about three new tips to manage remote teams. Well, the truth is remote teams have been around for a long time, but we’re constantly looking for new ways to manage those teams more effectively. Let’s take a look at what some off the remote teams may look like. So you, as a project manager, may be on-site with a few team members but you may also have some of your vendor partners on different locations. You may have your sales teams on planes, trains, or automobiles. You may have a product development team co-located together, or even in different areas. And then you may have people on-site. You know, this is a construction site or, you know, wherever they are. So, as you can see, with the distribution of those team members, you wanna think of ways to have them collaborate more effectively. There are some potential issues that happen with remote team members. Sometimes it could be, just due to the set-up, that some of the team members don’t feel part of the team because, maybe, the meetings, we may be having calls, or doing things by email, and so it makes people feel disengaged. And with that, they pull back some and they don’t contribute. And when they don’t contribute, they sit there and they wait for the project manager or other team members to provide instructions on what to do. And then, therefore, they feel like their work is being directive and then at that point they don’t buy in. So the net of that is that you’re missing valuable insights from those team members and, more importantly, their input. So the three new tips are…the old adage goes, “that nothing can replace face-to-face,” and that’s true for projects as well. So we literally wanna go back to the drawing board with something as simple as a whiteboard. So if you use whiteboards and then add in the videoconferencing, that’s so easy to do today with tools like Zoom or GoToWebinar. There are other tools that allow that as well, but we wanna move from the one-way communication or directives to more of a two-way collaboration. So by being able to add the face-to-face component in, really helps people to feel more engaged and give them the safety and security to contribute. We also wanna force in some in-person summits. And so some people say, “Well, we can’t do that, because we don’t have the money,” or “We don’t have the time.” So, as the project manager, that’s one important part that you have to incorporate into not only your budget, but into your schedule, block off certain times not just in the planning phase, but all throughout the project. And then that way, again, it gets back to providing the opportunity for the other team members to feel a part, to contribute, so you can get their insights and their input. So, if you need a tool that can help you manage your remote teams, then sign up for our software now at ProjectManager.com. (This post was updated March 2020) Related Posts
from WordPress https://ift.tt/2xAjS7x
via IFTTT
0 notes
Text
A Quick Guide to Strategic Initiatives
Although the term “strategic initiative” might sound like inflated business...Read More » The post A Quick Guide to Strategic Initiatives appeared first on ProjectManager.com.
from WordPress https://ift.tt/2R1pTAM
via IFTTT
0 notes
Text
How Public Agencies Keep Communities Informed on COVID-19 with Power BI
This post was originally published on this siteAs the world grapples with COVID-19, it’s critical that public agencies working to stop the spread of the virus are equipped to give their communities timely and accurate information. Government agencies and non-profits are handling large amounts of data that are changing rapidly, and many of them are […]
from WordPress https://ift.tt/2w3DpwF
via IFTTT
0 notes
Text
Getting Better at Saying No with Tim Wise
One of the hardest parts about being a good Product Owner is saying "No" all the time. No matter how much experience you have, or what your reasoning is, telling people you aren't going to give them what they want is never easy. My friend and colleague, Tim Wise, joined me for a podcast where talk all about how to get better at saying No to people.You can find the interview here.
from WordPress https://ift.tt/2wUuxts
via IFTTT
0 notes
Text
Taking Your Developer Program to the Next Level
This post was originally published on this site Over the past 15 years of building developer programs, it wasn’t until my work at RingCentral that it all began to crystalize into a framework that others could easily follow in building their own. Welcome to part 2 of a 3-part series deconstructing the “Developer Pyramid,” a […]
from WordPress https://ift.tt/39tHVSR
via IFTTT
0 notes
Text
Sprint Planning : 5 Dysfunctions
This post was originally published on this site Every Sprint starts with a Sprint Planning event. It is very crucial to ensure that the Scrum Team comes to a shared understanding of what and how are they going to deliver a “Done” increment that creates maximum business impact. Although, like other events Sprint Planning also is often […]
from WordPress https://ift.tt/2wUKyjh
via IFTTT
0 notes
Text
Working Remotely? This Will Hit You Next!
This post was originally published on this siteThe Current Situation Many people around the globe are working from home right now, due to the Covid-19 pandemic. This happened all of a sudden and overnight. Despite the rapidness of the change, moving to remote worked surprisingly well for many teams, because they were used to some […]
from WordPress https://ift.tt/3aCl7S8
via IFTTT
0 notes
Text
Stay sharp during the Covid-19 lockdown
This post was originally published on this site Very often, we find that life doesn’t go as planned. There may be sudden changes in employment status, unexpected illness or injury, or even something as unexpected as the novel coronavirus crisis.Several countries around the world have announced nationwide lockdowns and large organizations have set a mandate fortheir […]
from WordPress https://ift.tt/2xHgM1e
via IFTTT
0 notes
Text
An Abundance of Initiatives—Now What?
This post was originally published on this site Strategic product management may be the “quarterback” role on a leadership team, helping the team choose and execute the right plays. As a team, we have more good ideas than our organization has the capacity to execute. Which forces the discussions about making choices – what do […]
from WordPress https://ift.tt/2wESG7v
via IFTTT
0 notes
Text
¿Cuál es la diferencia entre Scrum y Agile?
This post was originally published on this site En la reunión del Manifiesto Ágil en 2001, se escribió un conjunto de 4 valores respaldados por una docena de principios. Esto era el inicio de lo que es Agile. Hubo 3 expertos en Scrum presentes y los 4 fundadores de eXtreme Programming. Estos fueron los únicos dos procesos […]
from WordPress https://ift.tt/2UOgXjs
via IFTTT
0 notes
Text
Virtual teams … now is the time
“Virtuality is found in how team members work, not in where team members work.” Thomas P. Wise, "Trust in Virtual Teams" Thomas P. Wise is probably correct that virtual teams are more about "how" than "where", but as the covid-19 virus is about as I write this, everyone is scrambling for the playbook on virtual teams, and turning to the chapter on "how" without question. We know the "where": tucked away at home or some other remote locationBy Wise's take, these are the main determinants of whether a team is really virtual:Geography Communications Culture The culture thingI line up big time on the culture thing.I've always said: You can't push culture through the Internet cable all that well.Commonly, you've got two identities: Remote and Local. And each identity has a personality and behavior that fits the either the local or remote culture. (Will the "real" you come forward?)In this moment of crises, project teams suddenly made virtual carry their project culture home, so it's not like hiring virtual staff and hoping the culture will seep through the Internet.So, values, customs, loyalties, and trusting relationships -- all components of the culture -- will persist for the relatively short time this event will be with us. The question will be: what's the tail on this? How will it be different when we all gather back together?It's an unknown, or better yet: a known unknown.Geography and CommunicationsBut, the the others are important. For instance, if in the long run, this sudden surge of virtual teams returns to perhaps working from home a day a week pretty much means just a geographic separation: you're not going to lose your culture (beliefs and norms) in just a day at the house. But, given enough time in a remote geography, and you're going to "go native" as they say.And, of course, if you can't effectively communicate visually, then there goes the body language and probably half your communications input.Conference calls -- voice only -- are the worst in this regard (just put it on mute and go the kitchen for a snack ... will you be missed? Will you miss anything? And, how would you or anyone know?)The good news: all kinds of communication apps are popping up. The bad news: in the short run, the physical channels in the Internet are stressed. Buy them at any online book retailer!
from WordPress https://ift.tt/2xyRF0K
via IFTTT
0 notes
Text
5 Primary Causes of Cost Overruns
A cost overrun is the sum of unpredicted expenses incurred during project realization that exceeds the initial budgeted estimates. Project overruns can be dangerous to project success. An overrun implies that, for maintaining the performance of specific project tasks, a firm has to spend funds at first intended for entirely other purposes. In the situation of financial constraints, unexpected expenses may also provoke the growth of the organizational dept. Hence, it is pivotal to understand the reasons why cost overruns occur and address them accordingly. In light of this, we have prepared a list of 5 leading causes of unpredicted project costs and explained how you might deal with them. 1. Improper Risk and Uncertainty Management Troublefree completion of project activities by following a designed plan is a cherished desire of every result-oriented manager. However, this perfection isn’t that easy to attain – deep business waters are swarmed by all sorts of risks, which are often very easy to stumble upon but not so easy to cope with. Besides, in the environment that evolves apace and spawns new trends each month (if not more often), it becomes incredibly challenging to predict the outcomes of scheduled events. Therefore, without careful environmental analysis and a risk response strategy, all project designs and approaches to management are bound to fail, regardless of how thoughtful and elaborate they may be. An unpredicted business risk – either internal or external – may cause a direct financial loss and require unexpected expenses for its handling. When this risk is significant and damaging enough, cost overrun is inevitable. Solution The best way to reduce the adverse impacts of environmental risks and uncertainty is the adoption of a valid risk management system that incorporates Comprehensive risk analysis allowing the identification of the most probable and relevant external risks, Risk mitigation and response plans focusing on the strengthening of weak areas in the company’s internal factors and increasing its adaptiveness to external changes, Contingency reserve development aimed to allocate a justified amount of money for the reduction of possible risk overruns. Of course, managers cannot influence such potentially impactful external events as natural disasters, enactment of new laws and economic recession directly. Nevertheless, both internal and external risks must be paid equal attention during risk management. In this way, unexpected expenses will be less likely to occur and put the project’s success on the line. 2. Estimation Errors Underestimation of future costs (or the making of overly optimistic estimates) is the primary cause of project overruns in a vast majority of cases. The main reason why estimation errors take place is forecasting biases, either intentional or unintentional. As noted by Condon and Hartman in their “Playing the Game” paper, these biases can be a consequence of Naivety – belief that everything will go as planned, Ignorance – lack of necessary knowledge and expertise, Deception – deliberate misrepresentation of the project’s expense picture to make it look viable. It means that underestimation frequently occurs due to sponsors’ and managers’ eagerness to see their project ideas being brought to life. Those without prior experience in the realization of similar projects face an even higher risk of cost overruns. Inexperienced managers have nothing to compare their current undertakings with and, thus, are prone to make mistakes and miss some essential risk factors out of consideration. Solution To avoid cost overruns, aim to improve your cost estimators’ competencies and skills and increase accountability for forecast inaccuracies within your projects. More specifically, it would help to Allocate estimation responsibilities to experienced specialists as a means to increase rigor and decrease the influence of “gut instinct” on forecasting results, Encourage inter-professional collaboration among various stakeholders during the estimation phase, Determine who would have to carry cost overruns if they take place, Scrutinize and evaluate the created cost estimates multiple times. All in all, by taking time and effort to make initial cost calculation more precise and evidence-based, it is feasible to make sure that the project won’t surpass the estimated budget and that its outcomes will be positive. 3. Uncontrolled Scope Changes Since the business environment is highly dynamic and rarely develops according to our plans, changes in projects and their scopes are usually hard to get away from. The unchecked growth of a project’s scope, also known as scope creep, is a massive problem for project managers, and it happens on the following occasions: Underestimated project complexity If a manager lacks the understanding of the project’s nuances and is unable to predict its complexity, the risk of improper allocation of resources increases. Imagine learning that much more should be done to achieve formulated project goals only after the actual work begins. In this case, you will likely have to establish new deadlines and re-coordinate activities, personnel and technologies. Therefore, the need for additional expenses will arise as well. Schedule extension The misunderstanding of project content and nature is only one possible cause of deadline extension. Others include Emergence of new project requirements, Delays in supply of essential materials, Discharge of important employees, and any more external and internal events, both planned and unforeseen. As such, a prolonged project schedule can be regarded as the primary sign of scope creep. It induces cost overruns as much as the handling of issues that called it forth requires extra efforts and funds. Poor stakeholder communication Improper communication between parties involved in the project’s realization, as well as disagreeable and tense stakeholder relations, end in the absence of clarity regarding project objectives, requirements and progress. For instance, if employees engaged in the project do not fully comprehend its objectives and task approval parameters, they will tend to make mistakes. In turn, managers and sponsors will become dissatisfied with the performance results and will have to demand revisions and corrections from their subordinates. Clearly, it is much cheaper to make things properly straight away than to remake them multiple times. Hence, inadequate stakeholder communication may give rise to not only scope creep but also large-scale cost overruns. Solution The success of the project in the context of constant change depends on how controlled that change is. Therefore, to prevent scope creep and consequent cost overruns, Agile Certified Practitioner, Chuck Millhollan recommends implementing a change control strategy that includes the following: Design of a lean project workflow in order to be more adaptive to alterations in the environment and keep away unnecessary complexities in the course of work; Definition of preliminary project scope, as well as the development and approval of scope documentation, to set more explicit boundaries and make more reasonable project change decisions; Application of a systematic approach to stakeholder communication that would integrate well-structured methods for requesting, evaluation and approval of project changes. Additionally, to eliminate the risks of scope changes, it can be suggested to pay more considerable attention to the quality of time estimation and work progress monitoring. With this regard, time tracking software, which enables managers to overview hours spent on various assignments, is very handy. It helps control how much work is already done and how much time is still needed, making it easy to detect the risk of changes in project deadlines and processes early enough. 4. Project Performance Failures Small mistakes and fatal errors during the execution of project activities can occur due to multiple reasons, such as Poor resource coordination, Lack of essential skills and technology, Inadequate employee motivation and communication, Ineffective project execution plan, Absence of clearly defined operational metrics that could be used to standardize and evaluate employee / contractor performance. Naturally, when something in the project goes wrong, managers have to invest time, money and effort to direct it back on the right track. In this way, big execution mistakes induce a significant risk of surpassing the estimated budget. Solution Elimination of causes for the abovementioned performance failures is the primary responsibility of project managers and leaders. Thus, to avoid the risk of cost overruns due to execution errors, a well-organized approach to leadership and project management is obligatory. Overall, for a faultless work on the project, managers and leaders should systematically control EVERY project performance factor, starting from the hiring of skilled personnel and ending with the selection of appropriate progress assessment tools. For the latter, assume applying a piece of project management software that allows planning workflows, distributing workloads and supervising employee task performance all in one place. With its assistance, the administration of project management will become much simpler and more efficient. 5. Errors in Project Design Project design forms the basis for execution and management processes. It specifies Which contents the project must have, How it should be performed and supervised, What kind of outputs it is expected to produce. Obviously, with flawed project design, it is naïve to anticipate positive project outcomes – even the most unnoticeable and presumably uncritical deficiencies in the initial plan are likely to be manifested at the later stages in the project’s life cycle, leading to performance failures and other problems provoking unforeseen expenses and jeopardizing project success. Solution As it is easy to guess, an antidote to cost overruns due to poor project planning is the creation of a proper, comprehensive project design. Besides scope definition, time estimates, communication and risk management strategies that we have discussed before in this article, a perfect project plan contains the following key elements: Idea justification, List of stakeholders and their needs, Outline of project objectives, requirements and deliverables, Definition of roles and responsibilities, Resource allocation targets, Description of quality assessment methods. Most importantly, it is vital to conduct a detailed cost breakdown and develop an accurate project budget. These two practices are the core elements of effective project cost management and a significant prerequisite for successful expense control throughout project realization. Summary Summing up our overview of the 5 leading causes of cost overruns, let’s recall them once more. The list consists of Inadequate risk management, Underestimation of project costs, Uncontrolled scope changes, Project execution failures, Errors in project design. To prevent unnecessary waste of money when fixing mistakes and achieve the desired project outcomes, address the above issues promptly. Be sure to utilize the discussed solutions – they will be of significant aid in evading risks and enhancing performance efficacy. Do you have questions or comments about this article? Please let us know at [email protected]!
from WordPress https://ift.tt/33W31In
via IFTTT
0 notes