Tag: Strategic & Business Management


Star-staffing SMEs on Change and Transformation Projects

Smart organizations assure quality results by making sure their change and transformation projects are strategically staffed with star performers. They realize that these projects influence the future for years to come. They are willing to invest the time and effort to make sure the best people are in the right places.

There are many facets to managing change projects, this article addresses project stakeholders, with an emphasis on subject matter experts (SME) and their role.

The Change Project Continuum

All projects that make significant changes to products and processes are change projects. These projects range from ones that improve existing products and processes to those that fundamentally change, transform, the way an organization functions.

The difference between simple change and transformation is like the difference between gradual maturity and the metamorphosis of a caterpillar into a butterfly.

The Stakeholders

“Too often, the people side of change is either not addressed or not addressed adequately.”

Stakeholders are “individuals and organizations whose interests may be affected by the program outcomes, either positively or negatively.” They are sponsor(s), members of the steering committee (“board of directors,”), architect(s), SMEs, functional, product, program and project managers, engineers, technologists, facilitators, BAs, operational staff (current and future), regulators, QA, QC, administrative, and more.

While many factors contribute to the success of change projects, stakeholders are the most critical. These are the people who authorize, pay for, plan, implement, benefit from, and live with the results. All stakeholders must understand their roles and the nature of the change – the reason for it, the desired outcome, the plan to achieve it.

Subject Matter Experts (SME)

This article zeroes in on SME’s and the need to make sure their role is well understood. All stakeholders are important. SMEs are singled out because their role is often misunderstood and understaffed or given to less-than-optimal players.

SMEs help to ensure that deliverables meet the needs of stakeholders. In a transformation or major change project there are multiple SMEs with a variety of specialties. They provide detailed information, fact check, assure compliance with regulations, policies, and standards, and promote best practices. Some provide experiential knowledge of the process being changed and its environment.

SMEs possess knowledge. They are influencers, not decision makers. Decisions are made by senior program leadership using information from SMEs, architects, and others.

Technical SMEs

SMEs may be technical or content experts. The work of technical SMEs is focused on technology, legal, regulatory, financial, policy, procedural compliance, and support matters.

The technical SME role is relatively objective, but there are always interpretations. For example, deciding if a design approach complies with regulations and standards depends on an SME’s interpretation of the regulations, their flexibility, and understanding of the design.

As a project or program manager, choosing the right technical SME (if there is a choice) means finding ones who bring options and recommendations to the table rather than making arbitrary decisions.

Because technical SMEs are often working across multiple projects and may have other, operational, responsibilities, make sure their availability is adequate and that you are building SME response time estimates and realistic delays into your schedule.




Content SMEs

The content SME role is far more subjective. The content SMEs’ role is to provide knowledge of the program’s current and target settings. Working with content experts, business analysts document procedures, operational history, etc. Designers and architects rely on practical feedback regarding the feasibility and potential impact of design elements.


SMEs provide knowledge. There are two types of knowledge, explicit (documented) and tacit (undocumented). Explicit knowledge is easy to acquire. Though it often does not reflect reality.

To obtain tacit knowledge engage subject matter experts to get the pulse of the organization, its nuances, and its staff. As a project manager beware of subject matter experts who:
• think their perception of reality is reality
• have outdated knowledge
• lack a process understanding that considers multiple perspectives
• do not realize that they represent current, and possibly, future stakeholders
• are overburdened with operational work to dedicate adequate time and attention
• do not realize the importance of their role
• Think they are in charge (though there are exceptions).

As an example, some SMEs who are in oversight positions, such as review board members “may sit in judgment … and expect their knowledge to influence content decisions. Their input may be a distraction to the process if they insist on making their influence felt on decisions that the design team and other SMEs are in a better position to make.”


When it comes to getting knowledge that will be used to make decisions, the goal is objectivity. Though there are always personal and organizational biases. Expect subjectivity and work to integrate it into a full decision package.

For example, a very knowledgeable SME who has been part of an organization for decades may be biased towards retaining the status quo, even though the project goal is to radically change it. An SME may not understand the power of technologies such as artificial intelligence and robotics and dismiss ideas from technical SMEs, designers, and architects. Another SME might be forward looking in terms of applying technology to transform a process, but fails to address the impact on staffing and customer relations.

To promote objectivity make sure the SMEs and other stakeholders understand the need for it, and are willing to take the time and effort to elicit knowledge from stakeholders with multiple perspectives.


Organizational change and transformation programs are investments in the future. They set the stage for years of operation and evolution.

Don’t scrimp on SME staffing. Put “stars” on the project. Be ready to give up key operations and management people to staff the project with SMEs who have the mindset and availability to be effective partners in the change process.

This requires dialogue among program leadership, functional and operational managers, and communication across all stakeholders to ensure that everyone is aware of the need for open-minded objectivity, their role, and how it impacts success.



Why Scenario Planning is Oh-So-Important for Project Businesses

The business world is characterized by constant change – particularly in project-oriented businesses – and if you don’t bend, you’ll break. Flexibility and responsiveness are key to success in an environment that’s hard to predict. But unpredictability doesn’t mean you SHOULDN’T plan ahead. It just means you need the agility to create, compare, and adjust plans when the sands shift.


What is scenario planning?

Project-centric businesses are always in a state of tension between work they’ve already committed to and the work they’re hoping to win. Will it go ahead? Can we fit it in? Will we need more people to deliver?

Scenario planning asks and answers those questions. It is the process of creating and comparing different combinations of projects – to understand whether you have the capacity to take on new work and deliver it successfully.

Businesses that practice effective scenario planning can commit to new work confidently because they have fully explored and understood the ramifications on their project pipeline.


The challenge with scenario planning

Scenario planning can be difficult for professional services firms considering the interdependencies between projects and people.

Client 1 can change the deliverables on their project and that can have knock-on implications for Clients 2, 3, and 4. Or maybe a key team member becomes ill or leaves the business. These – very common – curveballs can disrupt delivery across a number of projects, leaving project managers frantically mapping out new project paths.


Then there are the projects you hope to win. Not only that but you might be bidding for six projects but only expect to win two. But you actually win five. That’s great news on paper but how are you going to deliver them all? Who do you need to hire? And when can you realistically onboard them?

This is why scenario planning is often called ‘what if’ planning. It’s about asking the question, ‘what if this happens?’ How do different scenarios impact factors like:

  • Revenue
  • Business capacity
  • Resource availability and utilization


And from there, what does that mean for customer outcomes, staff workload, and your reputation overall?


Your sales pipeline is a poor proxy

In my past life as head of sales for a digital agency, I got frustrated by the one-dimensional nature of the data I received from our CRM.

I could see projects in the pipeline and their “value” but not how that translated to actual work, capacity, and billing over time. If you can’t answer the question ‘What’s billing going to be next month?’, or “how many developers will be needed in 6 weeks” you’re leading your company blindfolded.


In this context, probability percentages are less helpful than you might think. When you’re thinking of upcoming work, most CRMs might think of a new project as a deal, and that deal might be weighted based on a probability, say “90% certain it will be going ahead”. For sales, this means you can do a weighted average to determine how much work is ‘in the pipeline’. But that has no correlation to when it needs to be delivered – or your capacity to deliver it.

A pipeline forecast chart might look pretty, but it’s a poor proxy for company billing or the performance of the business. For example:

  • There is a big difference between a $100,000 project that is spread over twenty months at $5k per month or over two, at $50k per month. A CRM won’t show the difference between the two.
  • There is a big difference between $100k project that starts next month, vs one that starts in 12 months. If the deal were too ‘close’ on the same day, the pipeline report would look the same.
  • If your sales team closed a large sale, but you don’t have enough people to actually do the work in the timeframe, and need to hire, is it a good sale?


Scenario planning is a more collaborative and nuanced approach to understanding your project pipeline. It shows what’s actually happening, not just what’s coming up, and that knowledge is power. Because – armed with a 360 understanding of the impact of different projects on your team, capacity and bottom line – you can make better business decisions.




Spreadsheets just can’t cut it

However, despite the value of scenario planning, many businesses don’t have the time or tools to do it.

When we talk to potential customers about scenario planning, they describe laborious processes involving several hours of a data analyst’s time, poring over Excel to model a single alternative scenario. The time and cost involved mean that the business is reluctant to model too many different scenarios, which seriously limits the usefulness of the project.

And they’re often frustrated to discover the data is bad and their predictions aren’t accurate anyway.  A revised delivery date here, a change of personnel there… Suddenly your spreadsheets are out of date and you’re making capacity decisions based on fiction, not fact.


Sadly, spreadsheets just aren’t cut out for the complexity of scenario modeling.

So, you can see if someone is fully booked or if projects clash. But you can’t easily interrogate that data to understand the ramifications of a change in one project to others in the pipeline. You can’t actively model a range of scenarios to understand project interdependencies and the implications of your decisions.

Plus, they only present data in one dimension and moment in time. Whereas scenario planning involves multi-dimensional, temporal datasets. In English? Resource planning is much more complex than simply looking at a snapshot of static data. A change of assignments impacts utilization levels, capacity, billing, profitability… Spreadsheets just can’t handle so many moving parts. Plus, these changes happen dynamically and over time, which means the exact same input data will result in different results at different periods of time… Yep, it’s complicated!

Model in minutes

Scenario planning is much quicker, easier, and more accurate when you use the proper software tools. The right software quickly answers the question ‘what are the consequences of taking on this work at this time?’.

Imagine a dashboard that lets you see an overview of all of your current projects in real-time – including capacity, availability, and utilization rates. And you can add in new projects – tentative or planned – and instantly see the impact on your organization.


Instead of spending hours of expert time to model a single scenario, anyone can model any number of project combinations in a matter of minutes. And immediately understand the implications of onboarding new projects.

This gives managers the opportunity to plan and explore myriad possibilities and choose the combination that delivers the best outcome for the organization. It is a rapid test-and-understand approach that can make the difference between seizing an opportunity and letting it slide by…


Reduce friction between functions

Scenario planning software also reduces friction between business functions and gets everyone pulling in the same direction.

A common problem with business planning is that operational systems are vertical and siloed. HR. Sales. Delivery. Accounting. And so on.

There’s no visibility into connected and contingent factors that affect your ability to deliver. For example, sales colleagues might commit to a project without fully understanding the impact on the delivery team. Or a project manager might plan around an individual’s capacity without knowing they’re coming to the end of a temporary contract or have 4 weeks of holiday planned.

This can cause friction and frustration between teams. And risks the cardinal sin of overpromising and under-delivering to clients.


A cross-functional planning tool like Runn increases transparency across the organization. It gives every business function access to real-time tools to model the impact of project decisions. So, sales can add in a tentative project and understand whether it could work before committing to it. And HR has access to the information they need for proactive recruitment planning, instead of being stuck in a reactive cycle.

This joined-up approach isn’t just good for internal harmony. It means customers are more likely to be satisfied because you have the capacity and resources to deliver what was promised.


Harness the benefits of scenario planning

Scenario planning is highly beneficial to project-based businesses. It:

  • powers robust but flexible forecasting, which makes your business more agile to opportunities
  • let’s you plan effectively for a range of different scenarios, confident that each one is manageable
  • optimizes your pipeline to maximize business outcomes – without burning out your resources
  • right size your team to deliver great work without overspending on headcount


All of which adds up to productive, profitable projects that delight clients and boost your reputation. And who wouldn’t want that?


Lean and Project Sustainability

On July 18th, 2008, SPIEGEL quoted the Dutch architect Rem Koolhaas on how sustainability is seen and understood by various people. Rem Koolhaas allegedly said that “sustainability is such a political category that it’s getting more and more difficult to think about it in a serious way”. The issue raised by Rem is that sustainability is a complex concept, difficult to think about. It is therefore difficult to implement and control a concept that doesn’t come out clearly in our minds.

The former German Chancellor Angela Merkel, quoted by the financial times on March 28th, 2009, commented on sustainability from the lean management viewpoint and opined that the 2007-2009 Great Recession “did not come about because we issued too little money but because we created economic growth with too much money, and it was not sustainable growth.”

The issue raised by Merkel is that monetary and related instruments leave out key lean principles, especially on eliminating waste, namely (i) identifying and specifying value from the customer’s perspective, (ii) mapping the value stream, (iii)creating continuous flow, and (iv) establishing pull system. Eliminating waste is a major aspect of quality management. With the USA’s Great Recession case at hand, this article discusses lean as a tool for sustainability.


Eliminating waste to maximize sustainability

Generally, there are two types of work: value-adding and non-value-adding work. The non-value-adding work is also known as waste. A major aspect of sustainability thinking is the efficient and effective management of resources. In lean management, there are 7 categories of waste that need to be considered for sustainability’s sake.

They include (i) overproduction, (ii) over processing, (iii) waiting, (iv) transport, (v) inventory or stock, (vi) motion and (vii) defects.

Sustainability-oriented project teams will strive to eliminate these wastes to make sure project results “meet the needs of the current generation without compromising the ability of future generations”. By eliminating the above-listed wastes, project teams increase the chances for project results to survive the closure phase.


Voice of the customer (VOC) as the foundation for sustainability

The Brundtland Commission report underscores three dimensions of sustainability namely environment, society, and economy. The social dimension of sustainability requires that beneficiaries of any given intervention are heard and participate in the decision-making process. It is this participation in the decision-making that guarantees the ownership of beneficiaries. Not only the lack of this ownership does shorten the lifecycle of the project results but also erodes the capacity of beneficiaries for resilience and adaptation.  Needless to mention that resilience and adaptation are key features of a sustainable intervention.

Applied to project management, the lean methodology uses VOC to collect information on how customers or stakeholders feel about the project and their expectations.  For instance, customers interviews, live chat, focus group discussions, emails, social media, feedback forms or even special events such as customer dinner or brown-bag lunch are organized to collect data on how customers, at their respective chain levels, feel about the business, the products and understand their preferences.




Mistake-proofing the sustainability-related processes

Mistake-proofing, also known as poka-yoke, is a declaration of systematic war against errors to make it impossible for an error to happen or if it occurs it doesn’t reach customers. The majority of poka-yoke in manufacturing use automatic devices or other technological tactics to filter out errors.

It is advisable that, in all industries, whenever possible, the project team and other stakeholders use poka-yoke to prevent the occurrence of errors throughout the project life cycle. For instance, during the formulation or reviews of the projects, checklists can be automated using drop-down lists with links to critical features of sustainability.

If certain sustainability requirements are not met, the next step will be put on hold until everything is right. Advanced technologies will also include digital documents and pictures (both baseline and targets). The use of GIS and GPS in mistake-proofing helps to prevent environment-related mistakes. Simply put, there are many ways project sustainability can be assured using the poka-yoke technique.


Two Muda that threaten sustainability: the USA great recession case

 What if chancellor Merkel’s complaint was about overproduction or over processing?  From her argument, we learn that the traditional belief that monetary policies and related instruments designed and implemented by central banks and other monetary institutions are not necessarily demand-driven. When Chancellor Merkel argued that “too much money” was supplied in the market, she warns us against the Muda of overproduction of money that doesn’t match with sustainable growth.

Assuming that Merkel was right, it is logical to warn against a new Muda of overproduction probably worse than the 2007-2009 great recession, as it would be exacerbated by the solution brought by the federal reserve. In fact, as a response to the crisis, the Federal Reserve, along with massive government spending, reduced the interest rate to zero and bought financial assets to add more money into the economy.

From another analytical angle and in line with Merkel’s opinion, since the federal reserve injected much money into the economy, it can be inferred that a second Muda of over processing is ongoing. For complex processes, unless mistake-proofing is used, over processing can only be known when products are out and customers don’t take them.



With scarce resources and increasing demand by the current generation, it is urgent to think about how to assure the quality and quantity of what the current generation will leave for the future one.

This said, we need to first figure out what will be the needs of future generations and then, as advised by the Lean Methodology, establish a pull system to serve those needs. The above-discussed great recession would not have happened if there were a poka-yoke to prevent it. The fundamental question is why the Federal Reserve didn’t think of mistake-proofing in the financial system to prevent the crisis.

Is it because this kind of poka-yoke is impossible? Is it because, as Rem tries to convince us, sustainability is just a fashionable political category?


Know Your Project’s Setting for Realistic Planning

In any project, your mindset and setting influence your experience. To plan realistically you must know the mindset of the players and the setting, the project’s environment. This article focuses on the setting, and what you can do you identify and consider environmental factors in planning.

Previous articles have addressed environmental factors from different perspectives[1]. Here we use PESTLE Analysis to identify environmental factors to better enable risk management and performance.


Identify the Factors

To be realistic, a plan must consider the project’s environment. For example without knowing the technology to be used and the nature of the relationships among major stakeholders, planners may be overly optimistic or pessimistic because they make unfounded assumptions; overlooking a legal requirement can have far reaching effects.

Performance can be improved in two ways, 1) by changing environmental conditions (if possible and practical) and 2) by accepting what cannot be changed and baking the impact into the plan. Both ways require that the conditions are identified. That is where environmental analysis comes in.

PESTLE Analysis is one of many models that help you to understand your project environment. Other models, for example SWOT Analysis, can be used instead of or with PESTLE analysis.

PESTLE Analysis assesses the Political, Economic, Sociological, Technological, Legal and Environmental factors that affect project performance. The model is usually applied on the organizational level for strategic planning. Here the focus is closer to the project itself.


Tacit vs. Explicit

Often, there is a tacit understanding about environmental factors. With tacit understanding, there is the risk that stakeholders do not share a common perspective of the situation. Some may be unaware of some factors; others may have different views and values. Changes may have been made or are planned that make experience less useful as an anchor for predicting the future.

Explicitly identifying and analyzing the factors helps to make sure they are meaningfully addressed. This means spending time and effort on the analysis, deciding which factors are actionable, and planning accordingly.



As sensible as explicitly assessing environmental factors seems, there is resistance to it. Possible causes are, the team and its leadership may not recognize the benefits, they may believe that everyone knows how things are,  and  they may take the attitude that “we can’t do anything about the environment, so why bother talking about it.” Leadership must be willing to confront the realities of their environment, including its flaws.


If powerful stakeholders are eager to have realistic plans, then resistance is overcome by recognizing that one of the primary reasons for chronic late and over budget projects is not taking the project environment into account. For example, a plan will be unrealistic if it is based on the assumption that a decision will be made in a month when it always takes three because there are multiple levels of decision makers, many of whom are very busy with other priorities.




The Factors

The environmental factors in a PASTLE analysis are described below. The purpose of the model is to raise questions that enable project managers, and planners to identify any hidden obstacles and to consider as many factors as possible. How will these issues effect the project? Do they effect multiple projects? What can be done about them to make plans more realistic and to streamline the process?

  • P – Political:

Politics is the process of making group decisions. On a macro level, there are governmental influences in the form of regulations, taxation, international and other issues. Internal politics also have an impact on the project. Is project governance effective? Is there a political issue about the way the PMO, project managers, and functional managers perceive roles and authority? Do differences in political beliefs and allegiances cause conflict among stakeholders? Is the project goal a political issue among organizational leadership? What “old grudges” and beliefs get in the way of effective collaboration?

Political issues along with the social factors are among the most difficult to address. There is a tendency to make believe they don’t exist. There may be “hot” buttons and fear of poking a hornet’s nest.

  • E – Economic

Economic factors are both internal and external. The internal ones include the perceived cost and value of the project outcome, volatility in resource costs, budget adequacy, the project budget as a proportion of the organization’s budget. How flexible is the budget? Is there a clear expectation of financial gain? External economic factors include interest rates, volatility in the cost of resources. credit availability, and market behavior.

  • S – Social

Social factors relate to stakeholder cultural norms, values, and demographics. For example, if the team includes members from different generations or cultural groups, is there potential conflict? What is the expectation and tolerance for the “Storming” stage of team development? What is the organization’s culture? Are there multiple organizations involved? Are their cultures compatible? Explicitly the way to facilitate communication, manage conflict, and make decisions can avoid unnecessary stress and conflict.

  • Technology

On the project level technology has two dimensions: the technology used to manage the project and the technology that is part of the project deliverable. Is the technology stable? Is the technology new to users and providers? What learning curves are involved? Is there adequate support? For project management is there a platform of PM software and related productivity tools? Is the platform adding value, is it well managed and supported? How is the data managed and used? What options do you have and how will each impact performance, cost, and risk? How aligned with other projects is the technology?

  • Legal

What are the contracts, rules and regulations that effect the project? How are contracts managed? Are project staff and management subject to legal liabilities? Are there audit requirements? Are there ethical issues? Common legal issues are, copyright, patents, and intellectual property, fraud, non-disclosure, consumer protection, environmental protection, data security, health and safety, discrimination and abuse.

  • Environmental

From a project manager’s perspective project performance is effected by the project environment, the environment into which the product will go, and the broader environment with its weather, climate, geographical, factors. Project and product environmental factors overlap with the other PESTLE categories.


Moving Forward

Using an analytical model to assess environmental factors enhances risk management and leads to better plans and improved performance. Is your approach to identifying the factors that influence your project as good as it could be? How can it be even better?

[1] Consider the Project Environment, https://www.projecttimes.com/articles/consider-the-project-environment/  by George Pitagorsky and Understanding Enterprise Environmental Factors, https://www.projecttimes.com/articles/understanding-enterprise-environmental-factors/ by Mark Romanelli



Software Tools or not Software Tools? That is the question. The way to achieve Enterprise Agility

The way to achieve Enterprise Agility

How many times we have heard about agile, Jira, Kanban, etc., and everything related to agile philosophy? Today we can find a lot of software tools to manage projects or processes using agile methods. However, can enterprises implement agile through implementing a software tool?

What is Agile?

Agile is a philosophy, a way to act, to collaborate in an organization to achieve a goal, to complete activities and tasks, in a process to ensure and encourage participation, leadership, and collaboration among every team.

Enterprise Agile Transformation

Business Agility is an ability for enterprises to react to changes using an evolved system in the way they work. From this system, we can extract its essence and adapt it to any professional field.

The Process

Figure 1. Enterprise Agile Transformation Framework

Before implementing software to manage agile projects or processes, we need to make a change in our processes, our organizational and leadership and people mindset, and our belief, to create an agile environment in processes and people. We must begin to change our minds and our organization. This is the way to implement agile in any organization. How?

  1. Change the mindset. Today, project team members, and employees, are one of the main parts of the business. Without them, an enterprise can’t work and achieve strategic goals. As leaders, we should recognize their value and encourage their collaboration and participation in every process. In this context, leaders, from executives to supervision levels, should impulse a leadership model based on:
    1. Motivation
    2. Empowerment
    3. Share responsibilities with the team




Focus attention on the main wealth generators of your organization.  It is important to transform their mindset and their way of facing changes with agility. If moving the boat (an entire company) is complex, then in parallel a BOAT is built that moves faster.  A flexible and small structure. A self-sufficient team, empowered and specialized in facing market changes.

  1. Change your processes. It is important to review your processes to create lean ones that include support to manage changes. Reduce bureaucracy through employee empowerment, giving them enough authority to make decisions and eliminating unnecessary steps.
  2. Change your organization. We must break with the idea of working by departments – by silos. Unite the diversity of professionals in an area, a flatter structure, or a HUB. Common mental, digital, and physical spaces favor agility.
  3. Customer Centric and focused on clients’ needs. Nowadays, clients change their needs and preferences. It is imperative to know their expectations, and how you can address those to manage their preferences and make changes. Listen to customer needs. Orient the attention of your entire crew towards a customer-centric objective. The goal of agile teams is to meet customer demands. And to hear it, it is important to focus attention on a 360º view: sales data, navigation data, and direct customer data.
  4. Frameworks. To face changing environments, it is important to organize teams with new ways of working. For this, Agile business methodologies such as Scrum, Kanban, Lean, Design Thinking, OKRs, and Management 3.0 can be implemented. For example, you can work with SCRUM frameworks used within teams that handle high-uncertainty and complex projects. This will allow you to set new work rules, such as working in short periods called sprints, carrying out daily follow-up or daily meetings, working with the initial features that offer value to customers and the organization such as MPVs; and organizing teams in another way:  product owner, scrum master and development teams.
  5. MVP Culture. The minimum viable product must be above complete products. An MVP culture should be established to deliver constant value to the customer. Instead of developing an entire product for years and waiting until it is complete, the MVP allows us to launch the minimum value of this product to the market, check how it is received by the customer, and continue to evolve with new developments in the right direction.

Software tools

After you have begun changes in your mindset leadership and employees, your organization, and your processes, you can implement software tools that can help you to measure and improve your processes, fix issues, and achieve Enterprise Agility. By means of software tools, your enterprise can start a transformational agile way, face changes, adapt processes through automation, and respond fast and efficiently to customer changes by analyzing their behavior.

Enterprise Agile Transformation Benefits

  1. Focus on people. Collaborative and multidisciplinary work makes talent prevail over processes and organizational charts.
  2. Empowerment and motivation. Collaborative work, fluid communication, and the equal participation of all team members generate autonomy, transparency, and accountability in all its members, which empowers and motivates employees
  3. Risk Minimization. The continuous review model allows adaptation to change in a faster and more efficient way, finding solutions during the process that minimize the risks of failure
  4. Response Speed. Agile transformation provides a flexible structure that allows the delivery of projects/services versions within short deadlines.
  5. Improved results. The closeness with the client allows having a more excellent knowledge of it providing a differential added value and generating savings in costs.