Tag: Skills

Authentic and Vulnerable Leadership: Ways to Put it into Practice Today

Written by Elli Tsaloukas on December 14, 2022. Posted in Articles.

“Authentic”, “vulnerable”, “empathic”, “emotionally intelligent”… these are positive attributes often sought in leaders and cited as essential elements of effective leadership in the contemporary work environment. But how deeply are these concepts really understood, and how can they genuinely be expressed day-to-day?

But first… What does authentic and vulnerable leadership really mean?

To answer that question, we must first define What is a leader? A leader can be defined as anyone who takes responsibility for finding the potential in people and processes and who has the courage to develop that potential. Leadership is not necessarily based on a position you hold or authority you are given. It’s not something you are, it’s something you do and should be seen as a shared relationship between yourself and those you lead.

To become vulnerable and authentic as a leader, you must understand what armor you wear, and disarm yourself. ‘Armor’ can look like many different things such as being withdrawn/withholding information, seeking to please and appease or trying to gain power over others using tactics such as shame. None of these approaches will have positive outcomes on the wellbeing of your team or activities, so it’s essential that you understand any such biases, assumptions and behaviors that may be limiting your effectiveness as a leader.

You may also need to shift your understanding of vulnerability. Which is not, as it may commonly be thought of as, a weakness. It is showing up with an open heart and mind so that you can act in the best interests of your team and the work at hand.

Putting it into practice: Ways to communicate with vulnerability and integrity

Leadership is never put to the test more than when challenges arise among projects or teams and difficult conversations must be had. Rather than negative challenges, however, you can see these as ideal opportunities to practice your authenticity and vulnerability as a leader and explore the positive effects these qualities can have on desired outcomes.

Here are four practical steps you can use to prepare and approach a difficult conversation with vulnerability and authenticity:

Prepare yourself

Understand the history and current circumstances
- Who is involved/impacted?
- Have you been part of the problem?
- What would an ideal outcome be?
Think broadly about a resolution: how might this look for this particular person/situation?
What are options are available to achieve this?
What positive benefits can you foresee?
What support will be required now and in the future to achieve lasting change?

Prepare your message

What do you really want to communicate?
What’s your opening statement?
How might they respond?
If they won’t acknowledge your feedback, what will you do next? Might you tell them what you intend to do and why it’s important for the greater goals of the team/work?
General conversation tips:
- Clearly deliver the facts
- Keep calm
- Don’t get emotional
- Avoid aggression or blame
- Stay objective
- Be helpful (you have good intentions)
- Pause and really listen to their responses.

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Prepare the environment

What information do you need to give the other party to help them prepare properly?
What is the best time for the conversation?
Where will you have the conversation? Neutral ground? Over coffee?
Do you/they need a third party present?
Most importantly, how are you going to build psychological safety?

Prepare the person

Will you let them know in advance what the conversation is about?
If so, what do you need to tell them?
How much notice should you give them?
What else do you need to do or do they need to know?

With all of this preparation done, you are ready to have your dialogue. A simple framework for authentic dialogue can look like:

Name the issue.
Select a specific example that illustrates the behavior or situation you want to change.
Describe your emotions about this issue.
Clarify what is at stake.
Identify your contribution to this problem (as relevant).
Indicate your wish to resolve the issue.
Invite your partner to respond.

What does authentic and vulnerable leadership look like to you? How do you put it into practice as a leader?

The Power of Active Listening

Written by George Pitagorsky on December 6, 2022. Posted in Articles.

“ It is only in listening that one learns.” J. Krishnamurti

Communicating is central to optimal performance. Listening is a powerful capability for success. It is the most critical part of communicating. As a project manager, or in any role, in any relationship, listening both shows respect for others and informs you, so you are better able to learn and respond effectively. Listening enables a meeting of the minds.

Hearing, Listening, and Active Listening

Listening is different from hearing. Hearing is passive. A sound is received by the ears and registers in the brain.

Listening is active. It exercises focus, self awareness, and social intelligence. It is giving attention to (“I am listening to what you are saying”), making an effort to hear (“I am listening for a signal”), or it can mean to act on what someone says (“The kids/my boss/the staff just don’t listen”). Not listening is ignoring or not making the effort to hear and understand.

In the context of relationships, leadership, and management, we have changed the meaning of to listen from “give one’s attention to a sound”[1] to give attention to the communication experience. We refer to this as active listening. active listening is not just about sound. It is paying attention to the full experience of the sounds, words being spoken (or written), tone of voice, facial expression, body language, and “vibe” or emotional state. Active listening involves questioning to validate understanding. And it includes listening to one’s inner voice and feelings.

Meeting of the Minds

Communication is an act of sharing. It consists of giving, listening, and understanding. It is most effective when it achieves communion – the sharing of detailed and thorough thoughts and feelings to reach a meeting of the minds – mutual; understanding. Active listening promotes mutual understanding.

Some may question whether the sharing of thoughts and, especially, feelings has a place in organizations and business relationships. This kind of sharing does not mean sharing one’s deepest feelings when that is inappropriate. But with detailed and thorough knowledge, there can be the mutual understanding that leads to better decisions and healthier relationships.

Mutual understanding transforms the state of mind of the participants. It implies that the people involved meet one another with open mindedness and the intention to understand one another’s meaning. With that kind of understanding, team members are motivated to act, to follow through on agreements, or to know that the there is disagreement.

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A Scenario

I recently requested information from a colleague. I was clear that obtaining the information was important to me and he made it clear that while he was aware of that, he was not going to share it.

We had a meeting of the minds. It was an agreement to disagree.

My sense was that while he was listening to me and I to him, we were not thorough in our sharing. We had listened to one another’s words. I had listened to my feelings, and they gave me the sense that he had not shared the underlying reason for his position.

I was satisfied that my sense of a hidden agenda was not driven by my disappointment but from an interpretation of his tone and unwillingness to address his motivation. Unless he shares it, I can only guess at his thinking. While we had a meeting of the minds regarding the content, we did not meet on a deeper, more meaningful level.

You might ask, “What does meet on a more meaningful level have to do with project management and performance?” The answer is that when there is unwillingness to honestly share, relationships suffer. When relationships suffer, performance suffers.

Listening is a Challenge

“And for most of us, listening is one of the most difficult things to do. It is a great art, far greater than any other art.” J. Krishnamurti Excerpt from What Are You Looking For?

Listening promotes healthy relationships and optimal performance. But it is a challenge. It requires the intention to actively listen, and the mindful self-awareness to know if you are paying attention or are distracted by our own thoughts and feelings; to assess your patience, and focus.

Are you busily planning what to say next or caught up in judging yourself or others? Are you verifying that the other party has understood what you meant and that you accurately understood what they meant?

For example, I have a habit interrupting others because I think I have understood their meaning before they have finished talking. Most of the time I do understand, and often they are going on and on repeating the same thing. But my interrupting is driven by impatience. It violates one of the most important parts of listening, respecting others’ need to express themselves.

Questions as a Way Of Listening

Working with my impatience (habits are hard to change), I am learning to step back and let the other party speak his piece. If I feel it is useful, I interrupt with a question. For example, “What I think you are saying is … . Do I have that right?” Questioning in this way shows that you are interested in what is being said and gives the other party an opportunity to see if you do understand and to correct or further describe their content. Questioning can also be a way of making sure the other party is paying attention and that there is successful communication.

What if the Other Party Isn’t Listening

Communication seeks mutual understanding. Listening is an individual act. When one party is not listening, communication is limited, mutual understanding is not achieved.

In the midst of conversation, there are ways to manage the situation to get the other party to listen. One way is to stop talking. It gets the other party’s attention and once you have it you can continue. Questioning is another useful way. In this context, you can say “I’d like to make sure I am being clear. Would you mind telling me what you think I’m saying?” Questioning engages the other and lets you know if they were listening and whether they ‘got’ what you were trying to get across. It transforms the conversation from a lecture to a dialogue.

Seek to Improve

In the long run there is a need for training in communication skills.

Start with yourself. Assess your skills, particularly your listening skills, and make a commitment to get them to be as sharp and effective as possible.

Then do what you can to promote effective communication in your team and other relationships. You can raise awareness by implementing a team training or engaging a coach or facilitator.

[1] Oxford Languages

Leadership Eco-Guide to Improve Organizational Performance

Written by Randall Englund on November 23, 2022. Posted in Articles.

A widespread desire to improve organizational performance may be sated by focusing on a key set of necessary and high priority actions—imperatives. An essential focus on creating excellence in people, processes, and the working environment reaps tremendous benefits and enables executives and their organizations to achieve desired objectives. Leadership skills and environmental factors provide significant impetus towards sustainable success.

An ecosystem is a community of interacting organisms and their physical environment. A “green ecosystem” creates an environment for consistent, predictable, and sustainable success. It eliminates “toxic” substances and provides projects with a physical and mental context that allows them to prosper. This allows management to focus on overall organizational success, not just on individual project performance. People then feel like they are constantly contributing to organizational and personal knowledge and creating growth.

Keywords: Leadership, organizational maturity, green ecosystem, organizational learning, sustainable success, biomimicry, project management, sponsorship.

To the questions:

What types of leadership skills and employee competency and training are necessary to affect successful organizational transformations?
How does biomimicry influence the design of an organizational architecture?

Without a “green” foundation, organizations experience failures, budget and schedule overruns, lack of trust, and dissatisfied stakeholders. People leave, often because leaders do not meet their needs, and witness the “great resignation.” New generations want different work conditions. These “toxic” work environments are usually permeated by political practices that create uneasiness and frustration among all except those who wield these negative practices with power. Trust in institutions and governments is weak.

Progressively improving practices, also called organizational maturity, requires that project leaders and management reduce organizational “toxins” and create “green” organizations. “Green” in this context extends the physical, tangible thinking about project work into the nonphysical, intangible personal working relationships that affect our working environments. In this sense, in an “ecosystem” that allows good project management and complete project manager mindsets to grow, “green” is good.

An ideal situation is proactive leaders who are committed, accountable, and serious about projects they select and sponsor; they are knowledgeable, trained, and able not only to talk the talk but also to walk the walk. Such people are trustworthy in all respects. Trust is seen as earned by being competent and acting for the common good. Their values are transparent and aligned with the organization and its strategy. Such sponsors protect the team from disruptive outside influences, do not operate through fear, and back the team up when times are tough.

A key need and imperative is to support organizational learning, even at the risk of tolerating some failures. Executives at all levels set the tone for how failure and learning are perceived. Take the time to share thinking, standards, and expectations. Provide appropriate rewards, not only for successes but also for failures that led to heightened understanding about risks, things to avoid, and innovative approaches. Conduct retrospectives on all projects: what went well, lessons learned, what do differently. Tap biomimicry as a tool to learn from nature and create organic solutions to challenges. The goal is to establish higher priority for continuous learning that gets recycled into new best practices.

Compost Bin Analogy

A compost bin is an apt analogy for a green ecosystem. The compost pile offers a robust model, a model adapted to changing times and to the new millennium. It is a model of growth, of sharing, of happiness. It is a way of understanding career success in organic terms—where the accumulation of life’s (decomposed) experiences provides a broad and fertile base on which to cultivate and accumulate new and ever more valuable experiences. The pile grows ever fuller, without losing stability. It is about career growth, death, decay and rebirth. Whatever comes along in life, just put it on the pile and let it ripen.

Metaphysically speaking, people are the sum total of what people learn, what people experience, what people create. People increase in knowledge and in wisdom, taking what is given to them by the sun and giving it back to the world that is illumined and warmed, also by the sun. In the end, people can do little more than pass on the wisdom that they have accumulated. Then people also become the soil, quite literally uniting the humus of themselves to a collective wisdom. With a model such as this, progress is judged to be in what people will have become, and not in how high people will have climbed. There is purpose and value in all of life’s experiences.

People need to interpret and evaluate careers and lives according to a model, and they need to be free to choose which model to use. This is a biomimicry model by which people might use the light of the sun to photosynthesize their happiness. Create an organic approach to the implementation of all endeavors, especially those driven by projects. Learn how nature operates and seek ways to incorporate organic approaches in all endeavors. An organic organization is one where people feel they operate naturally, comfortably, and happily.

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Most professionals need to take responsibility, self-manage, and continuously develop their careers. The compost pile analogy fits with reference to molecular structure as an organic depiction of a more complete project manager. Through natural, ongoing processes, scraps turn into beautiful humus… but not without some stinky in-between steps. By adding waste products such as manure (which can be thought of as a metaphor for learning from bad experiences) to the compost, the process of creating rich soil is accelerated. The output, when the soil is added back into nature’s garden, is a bountiful harvest. Similarly, people become better persons, managers, and leaders by continually expanding and growing their skills and using lessons learned.

To address the most crucial executive actions, look at the ingredients needed for success—form an organizational architecture. Outline the need for actions and focus. This resembles an ecosystem—a community of interacting organisms and their physical environment. Just as in nature, trees, flowers, and animals need a suitable ecosystem in order to develop, grow and bloom. So do projects. Dispersion of power, transparency, and mutual accountability enhance thriving organizations. High correlation of these factors leads to environmental sanity.

The natural sciences state that all objects start with their particular genetic combination which allows them to grow and prosper. It is the environment in form of light, water, air, and sustenance that hinders or supports genetically given development. So, plants that are genetically equal when they are seeded will develop differently when exposed to different environmental circumstances. Projects are not different. Projects grow and prosper when their environment allows for it. Be cognizant that the working environment takes care of a particular set of genes (such as project type, size, geography, and number of projects as well as stakeholders’ power, interests, and relevant skills) to allow them to develop into successful endeavors. Executive management puts this “ecosystem” in place. Establish the equivalent of the right soil, water, fertilizer, and light in place so that the organization can prosper and bloom through more successful projects.

Replace thought traps—e.g., how we do things here, won’t work here—with leading practices, culled from experience. Learn how to integrate key people, team, business, technical, and organizational skills, tapping multiple disciplines. Apply reframing tools that are often as simple to apply as thinking differently. Feed imaginations by beauty, not by fear. Open doors and walk into new spaces. Align efforts with laws of life. Shift from controls to co-creating with nature. Encourage curiosity, ask and share “why”, and look for causal patterns. Be aware of vested interests and biases. Know that life is continuous change; the same is also true for organizational dynamics.

Just as our physical planet is facing existential threats, so do organizations. Much is written that socially responsible firms perform better financially than less responsible competitors. Prioritizing sustainability leads to better results. Know that concentration of power, whether politically or social, undercuts democracy. Help people gain control over their lives and work with autonomy. Leaders can set new precedents and change the norms and rules of societies so that negative human tendencies are kept in check. Elicit powerful, positive qualities that are most needed. Be a positive role model. Communicate a sense of possibility, more so than probability. Dissolve the presumption of lack; actively nurture positive proclivities. Focus on business outcomes, more so than project outputs.

It is possible to escape the constraints of evolution…by learning about our environments, imagining differences, and turning those imaginations into reality. Much as in nature where configurations of atoms are essentially infinite and lead to marvelous assemblies and products, people skills operating through individual and expanding personalities can contribute in infinite ways. While our planet may experience limits to growth, innovation does not have the same limits. Creativity needs always to be welcomed.

The imperative facing leaders in all organizations is not only to embark on a quest to manage processes such as business analysis, project, program, and portfolio management, but also to create “green ecosystems.” Continually improve environments that encourage project-based work. A meaningful goal is to eliminate people interaction pollutants and “toxic” actions that demotivate project managers and their teams. This means searching with unrelenting curiosity for leading practices. It also means, when these practices are revealed, that leaders are prepared to take action. Integrating executive leadership with new thinking, guided by an eco-guide, make the difference that leads to competitive advantages for organizations These are places where people do their best work. Wise leaders adopt, adapt, and apply these leadership imperatives.

Other Resources:

Englund, R. L., and Bucero, A. Project Sponsorship: Achieving Management Commitment for Project Success. (2nd ed.) Newtown Square, PA.: Project Management Institute, 2015.
Englund, R. L., and Bucero, A. The Complete Project Manager: Integrating People, Organizational, and Technical Skills. (2nd ed.) Oakland, Calif.: Berrett-Koehler Publishers, 2019.
Englund, R. L., and Bucero, A. The Complete Project Manager’s Toolkit, updated. https://englundpmc.com/product/toolkit/, 2019.
Englund, R. L., and Graham, R. J. Creating an Environment for Successful Projects. (3^rd ed) Oakland, Calif.: Berrett-Koehler Publishers, 2019.
Lappe, F.M. EcoMind: Changing the Way We Think, to Create The World We Want. New York: Nation Books, 2011.

Best of PMTimes: Performance Review – Don’t Hide From Project Failure, Respond To It

Written by George Pitagorsky on November 9, 2022. Posted in Articles.

Published on August 14, 2019

When you start a project you want it to succeed. But, projects fail.

Unless we learn from past mistakes we are destined to repeat them. To learn from the past, take a hard, unbiased and candid look at performance to discover the causes and conditions of both success and failure, document them and use them to refine your process.

I wrote about performance reviews back in 2016. Recent experience has highlighted the reality that as much as performance reviews are acknowledged to be the best way to learn from collective experience they are not always performed. This article explores the relationship between project failure and why reviews are not held and how to make them effective when they are.

Projects Fail

The article Project Management Statistics: 45 Stats You Can’t Ignore has a recent compilation of statistics regarding project performance. The article reports that project success has been rising, according to PMI and other survey sources. But, cost and schedule overruns and benefits shortfalls are still significant. For example, a “A PWC study of over 10,640 projects found that a tiny, tiny portion of companies – 2.5% – completed 100% of their projects successfully. The rest either failed to meet some of their original targets or missed the original budget or deadlines. These failures extract a heavy cost – failed IT projects alone cost the United States $50-$150B in lost revenue and productivity. (Gallup).” [2 IBID]

Responding To Failure

How do you and your organization respond to failures, or do you react? Do you make use of failures to promote ever greater probabilities of success? Or, is there fear, blaming and punishment and sweeping failures under the rug?

Some of the most successful people have said the following about failure
“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” Colin Powell

“Anyone who has never made a mistake has never tried anything new.” “Failure is success in progress” Albert Einstein

“I have not failed. I’ve just found 10,000 ways that won’t work.” Thomas A. Edison

The common theme is the recognition that highly intelligent and successful people accept failure and do not let it get them down. They learn from failure.

Performance Reviews

Surveys point to causes of failure and to correlations between project success and process maturity, among other factors. The surveys are useful starting points for learning. Survey data is based on a looking back at project performance to identify general tendencies.

However, to succeed, go beyond generalities. In project management, the performance review is the primary forum for learning from past performance by reflecting on how successful a project has been and the specific causes and conditions that influence success and failure. Therefore, it is a best practice to make sure project performance reviews are held and that they are effective vehicles for learning and continuous improvement.

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The Goal

The goal of a performance review is to identify practices that will inform future behavior. There is a commitment to continuously improve the process. Improvement comes out of the exploration of the things that have led to success and those that have contributed to failure. The focus is on the process. Lessons learned are transformed into proposed process changes.

Who doesn’t want to improve performance? Yet, there is resistance to doing the work to achieve it.

Step Back To Objectively Observe

It is highly effective to step back and objectively observe what you are doing and have done. There are two kinds of stepping back. One is so subtle and natural that you can be observing what you are doing while you are doing it. The other requires that you stop, observe and reflect.

Ideally, you as an individual are doing the subtle kind as you go through life – mindfully aware of what you are doing and adjusting your behavior as you go. The other kind of stepping back – to stop, observe and reflect – is equally important. The performance review is just that – a stepping back. Reflecting on whether what you are doing is what you think you should be doing, enables you to find the best way to proceed.

Stepping back allows you to choose and respond rather than react. When you document your observations and reflections during project life, you set yourself and your team up for a successful project performance review. When you do reflect on the current state of your project, go beyond the typical focus on deliverables, schedule and budget to include a sense of the health of relationships and levels of stress. Add questions like, Are there unproductive arguments? Are stakeholders enthusiastic? Are people happy?

Why Reviews Are Not Held

Project reviews are widely supported as the best way to learn from past performance. Yet, they are not always held and sometimes, when they are, they can be useless and boring. Why are project reviews not held? There are a number of causes interacting with one another – fear and blame, a history of useless reviews, poor facilitation, and not recognizing the value of performance review and improvement.

In one organization, a product development project’s review was held after the project was deemed a failure. The event was videotaped to make sure lessons learned were captured. Many months later, a consultant was called in to help the organization develop effective project management and performance methodologies. He discovered that the video was “lost”. It had been deemed too contentious and embarrassing.

The organization wanted to investigate how to avoid failure of future reviews and the video would have been a great starting point for that investigation. As the team remembered the event, they found that fear of confronting failure, blaming, lack of facilitation which led to the review devolving into a shouting match among a few assertive participants, and a lack of concrete factual material captured during the project were the primary factors that led to the review fiasco.

Summary

Some projects will fail. When they do, you can make the best of the situation by learning from the experience. Avoid a reaction that views failure as something to hide.

Instead, candidly review the experience, identify the causes of failure (and success) and use the lessons learned to refine procedures and guidelines for use in future projects. Remember, if you don’t learn from failure, you are likely going to repeat it.

Change the culture from one characterized by fear, blame and punishment, to one that values an open-minded view of failure and uses effective reviews and retrospectives to continuously improve. Establish an effective review process – the subject of the next article in this series.

Best of PMTimes: Top Project Risk Management Strategies And Practices

Written by Charles Richard on November 8, 2022. Posted in Articles.

Published on September 24, 2019

Every project is attached with a risk of failure.

Hence, it should be your top responsibility to identify and plan ahead in order to avoid these points of failure. A risk can be a threat with a negative impact on the project principles or it can either be an opportunity which leads to a positive effect. But, there are various strategies to deal with both the positive and negative risks when we talk about project management. Project Management includes new IT systems, new products, and new markets or changes in the business environment to take regulatory or competitive actions.

Project risk management is revolving around identifying the threat level of existing business processes. The ultimate challenge for the project manages is to get the expert teams in functional areas who consist of proper knowledge of business processes and systems aligned for achieving new goals. Along with this, it is mandatory to get the required transparency into the activities which are agreed upon for project execution and how to prioritize the issues that surface every phase of the project.

In this article, we will be looking at some key strategies and practices that can be incorporated to reduce the risks and achieve the desired project goal.

Differentiate Between Risk Events And Project Risk

It is essential for every project manager to differentiate between both these terms as it helps to analyze the project risk before planning out strategies. A risk event is defined as a set of circumstances that has a negative impact on the project meeting or one of the project goals whereas Project risk is the exposure of the stakeholders towards the consequences of alterations in the output.

Risk Events are a sort of singular incident that can wreck the whole project. You can think about a secret weapon that is dropping out or a mistake in a 3D printer which can postpone making a model. In opposition to this, project risk is progressively formless and considered as an aggregate of all the individual risk events and vulnerabilities. It might be possible that risk event does not result in project failure but the project risk can certainly end up creating disaster. It is difficult to manage the project risk as there are circumstances that happen outside your control which you have not planned for.

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Develop Separate Plans For Explicit And Implicit Risk Management

When you deal with the risk events and the entire project risks, it requires the project managers to develop different plans at various levels. One is an Explicit risk management plan which deals with an individual risk event and revolves around identifying, analyzing and responding or controlling the individual risks. Another one is Implicit risk management risk that deals with overall project risk and revolves around analyzing the project structure, content, context, and scope.

Explicit risk management plans by enabling you to make a rundown of the considerable number of segments in the undertaking and the odds of bombing them. This needs to get a more profound knowledge into the past records, industry benchmarks and standard practices of distinguishing an inappropriate thing. On the other hand, the implicit risk management plans are created in the pre-project phase itself where you have to analyze everything besides the individual risks that can lead to the project failure.

Different Ways To Identify Risks

As the agency grows so does its experience of risks. After a specific number of tasks, you don’t find that the dangers rehash themselves. It can spare you a huge amount of time on the off chance that you build up a procedure to inventory these dangers when you run comparable undertakings later on. Here, are some variant ways to figure out the risks. It is not mandatory to use all the given tactics but you can use it according to your needs.

Checklist analysis: This approach involves creating a checklist of your present processes and resources. By doing so, you can ensure whether the targets are getting hit or require any further push for the same.

Expert Analysis: In this approach, you need to ask an experienced project member, stakeholders and domain experts regarding the potential risks. Also, you can interview them about the risks which they have encountered in the past projects and get an idea based on their opinions.

Risk Repository: The risk repository ought to turn into the main stop for the risk distinguishing proof procedure. It is a list of all the essential risks that are encountered in finished projects along with their solutions. The ultimate idea is that there can be an overlap in the objectives of the project and also in the risks.

Status report extrapolation: Here, you need to consider all the available reports be its status report, progress report or quality report to determine the extrapolate risk from them.

Wrap Up

Despite the fact that risk management has developed into a perceived control, it has still not arrived at its pinnacle and can get additionally created. We have tried to mention the main areas where you can focus more to ensure control over the project failures and risks. Till then – keep learning!