WBS Compliance Challenges for Agile ERP ProjectsGlen Alleman
Agility implies a systematic vision of the outcome - an intelligent or ingenium that makes it possible to connect seperate entities and their outcomes in a rapid and suitable manner
3.1 Common Project Management Process Interactions
3.2 Project Management Process Groups
3.3 Initiating Process Group
3.4 Planning Process Group
3.5 Executing Process Group
3.6 Monitoring and Controlling Process Group
3.7 Closing Process Group
3.8 Project Information
3.9 Role of the Knowledge Areas
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
Chapter one introduces the student to the Project Management Body of Knowledge (PMBOK) eight core elements.
1.1 Purpose of the PMBOK
1.2 What is a Project?
1.3 What is Project Management?
1.4 Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management
1.5 Relationships Between Project Management, Operations Management, and Organizational Strategy
1.6 Business Value
1.7 Role of the Project Manager
1.8 Project Management Body of Knowledge
The core concepts of a Release Based development lifecycle for agile enterprise projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Capability, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
WBS Compliance Challenges for Agile ERP ProjectsGlen Alleman
Agility implies a systematic vision of the outcome - an intelligent or ingenium that makes it possible to connect seperate entities and their outcomes in a rapid and suitable manner
3.1 Common Project Management Process Interactions
3.2 Project Management Process Groups
3.3 Initiating Process Group
3.4 Planning Process Group
3.5 Executing Process Group
3.6 Monitoring and Controlling Process Group
3.7 Closing Process Group
3.8 Project Information
3.9 Role of the Knowledge Areas
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
Chapter one introduces the student to the Project Management Body of Knowledge (PMBOK) eight core elements.
1.1 Purpose of the PMBOK
1.2 What is a Project?
1.3 What is Project Management?
1.4 Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management
1.5 Relationships Between Project Management, Operations Management, and Organizational Strategy
1.6 Business Value
1.7 Role of the Project Manager
1.8 Project Management Body of Knowledge
The core concepts of a Release Based development lifecycle for agile enterprise projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Capability, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
Integrated Master Plan / Integrated Master Schedule (IMP/IMS)Glen Alleman
The Integrated Master Plan and Integrated Master Schedule describe the increasing maturity of project deliverables using Measures of Effectiveness, Measures of Performance, Key Performance Parameters, and Technical Performance Measures.
Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Agile Lifecycle for Enterprise IT ProgramsGlen Alleman
The core concepts of a Release Based development lifecycle for agile projects. The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Epic, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features. The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to an Epic to deliver a needed Capability.
Physical Percent Complete is a primary measure of progress to plan for all project work. For Agile projects, this is a critical success factor. Here's how
Version 5 is out, and this applies for the now older version 4 PMP exam. I will not likely update this, but if someone is interested in completing or revising this to version 5 standards let me know.
Your Role as a Control Account Manager in the Integrated Baseline Review (IBR)Glen Alleman
The IBR is a joint assessment of the Performance Measurement Baseline (PMB) conducted by the government program manager and the contractor. The IBR is not a one-time event. It is a process, and the plan should be continually evaluated as changes to the baseline are made (modifications, restructuring, etc.).
Introduce the processes of project management pmbok6 by mm rahman stm-skill ...STM-Skill That Matters
Here we discuss the five processes groups and 49 processes in project management at a high-level. Basically from this video, the aspirant will be introduced with the processes of project management.
AGILE PORTUGAL 2016: Adopted agile in a CMMI L5 enterprise: what were the fin...Délio Almeida
Back in 2013 CRITICAL Software started an Organizational Agile Adoption Initiative. After 3 years, 4 development centers and 3 countries involved, we present the Final Results and Experiences together with major Challenges faced. What makes this journey unique? We had a solid track record of 14-years of Waterfall-based development methods and were CMMI-DEV Level 5 certified.
Délio Almeida drove the Agile Methodology definition, acted as Coach and Trainer for Agile Teams. He successfully lead CRITICAL Software to be one of the few companies in the world having both Agile and Waterfall SW Development processes rated as CMMI-DEV V1.3 Maturity Level 5 in March 2016.
Agile development methods increase the Probability of Program Success. Agile can be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Integrated Master Plan / Integrated Master Schedule (IMP/IMS)Glen Alleman
The Integrated Master Plan and Integrated Master Schedule describe the increasing maturity of project deliverables using Measures of Effectiveness, Measures of Performance, Key Performance Parameters, and Technical Performance Measures.
Project Management Methodologies - Mind MapWAJAHAT IQBAL
Using my Experience in Project Management Domain for the last 18 Years I have shared my thought process on the methodology and the best practises both for PMP & PRINCE2 Standards and converted my valuable insights into a brief and to the point Mind Map.I hope it helps the readers who are new to Project Management or wants to know more about this complex professional domain.Good Luck
Your valuable comments and Feedback is most welcome - Wajahat Iqbal
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Agile Lifecycle for Enterprise IT ProgramsGlen Alleman
The core concepts of a Release Based development lifecycle for agile projects. The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Epic, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features. The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to an Epic to deliver a needed Capability.
Physical Percent Complete is a primary measure of progress to plan for all project work. For Agile projects, this is a critical success factor. Here's how
Version 5 is out, and this applies for the now older version 4 PMP exam. I will not likely update this, but if someone is interested in completing or revising this to version 5 standards let me know.
Your Role as a Control Account Manager in the Integrated Baseline Review (IBR)Glen Alleman
The IBR is a joint assessment of the Performance Measurement Baseline (PMB) conducted by the government program manager and the contractor. The IBR is not a one-time event. It is a process, and the plan should be continually evaluated as changes to the baseline are made (modifications, restructuring, etc.).
Introduce the processes of project management pmbok6 by mm rahman stm-skill ...STM-Skill That Matters
Here we discuss the five processes groups and 49 processes in project management at a high-level. Basically from this video, the aspirant will be introduced with the processes of project management.
AGILE PORTUGAL 2016: Adopted agile in a CMMI L5 enterprise: what were the fin...Délio Almeida
Back in 2013 CRITICAL Software started an Organizational Agile Adoption Initiative. After 3 years, 4 development centers and 3 countries involved, we present the Final Results and Experiences together with major Challenges faced. What makes this journey unique? We had a solid track record of 14-years of Waterfall-based development methods and were CMMI-DEV Level 5 certified.
Délio Almeida drove the Agile Methodology definition, acted as Coach and Trainer for Agile Teams. He successfully lead CRITICAL Software to be one of the few companies in the world having both Agile and Waterfall SW Development processes rated as CMMI-DEV V1.3 Maturity Level 5 in March 2016.
Agile development methods increase the Probability of Program Success. Agile can be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
DevOps, SAFe and critical information bearers: A practical approach for plann...Bosnia Agile
A lot of enterprises have successfully adopted agile practices and are now challenged by the questions: How do we scale it? How will we know what is going on in development, product management and deployment? How do we know that we develop according to business priorities? How do we make the quicker development cycles lead to faster market response and more frequent releases? To answer these some companies have turned to a DevOps approach and use concepts like the Scaled Agile Framework (SAFe). Join us in this session to look at the critical information bearers in such a setup and how information from business planning, portfolio management, program management and release planning are connected.
The 5 Principles, 5 Processes, and 10 Practices needed to Increase the Probability of Successfully Delivering Project's Needed Capabilities, On-Time, On-Budger
Using Earned Value Management Concepts to Improve Commercial Project PerformanceLewisFowlerLLC
Lewis Fowler Principal Consultant Scott Brunton presented this deck at the 2015 Houston PMI Conference & Expo. Scott explores the historical roots of EVM and offers practical advice for implementing EVM practices to maximize the business value of projects.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Applying Agile principles, practices, and processes to the DARPA CODE program. Building the Release Plan for each program event and the deliverables for that review.
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
There are four major questions that need answers when applying agile software development to DOD development programs
1. How can Agile Development methods increase the Probability of Program Success (PoPS) on Earned Value programs?
2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
13. Grammar of the IMP
• IMP phrases use a past tense verb – to describe
what DONE looks like
• IMS phrases use present tense verb – to describe
work needed to arrive at DONE
29th Annual International Integrated Program Management Workshop 13
Maturity ProductAction Product State
Adjective Noun Verb Verb
Demonstrates
Maturity
Step in the
Process
End Item Final Status
Preliminary Model/Sim Design Complete
Preliminary Modeling and Simulation Design Complete
16. Programmatic Architecture Using
the IMP
29th Annual International Integrated Program Management Workshop 16
§ Vertical traceability AC è SA è PE
§ Horizontal traceability WP è WP è AC
Program Events
Define the maturity
of a Capability at a point in
time.
Significant Accomplishments
Represent requirements
that enable Capabilities.
Accomplishment Criteria
Exit Criteria for the Work
Packages that fulfill Requirements.
Work
Package
Work
Package
Work
Package
Work
Package
Work
Package
Work
Package
Work
package
18. The IMP Speaks to MoE’s and MoP’s
29th Annual International Integrated Program Management Workshop 18
§ This is where TPMs
are connected with
the MoE’s and
MoP’s
§ For each
deliverable from
the program, all
the “measures”
must be defined in
units meaningful
to the decision
makers.
§ Here’s some “real”
examples.
1. Provide Precision
Approach for a 200
FT/0.5 NM DH
2. Provide bearing and
range to AC platform
3. Provide AC
surveillance to GRND
platform
Measures of
Effectiveness (MoE)
1. Net Ready
2. Guidance Quality
3. Land Interoperability
4. Manpower
5. Availability
JROC Key Performance
Parameters (KPP)
1. Net Ready
§ IPv4/6 compliance
§ 1Gb Ethernet
2. Guidance quality
§ Accuracy threshold p70
@ 6M
§ Integrity threshold 4M
@ 10-6 /approach
3. Land interoperability
§ Processing capability
meets LB growth matrix
4. Manpower
§ MTBC >1000 hrs
§ MCM < 2 hrs
5. Availability
§ Clear threshold >99%
§ Jam threshold >90%
Measures of Performance
(MoP)
1. Net Ready
§ Standard message packets
2. Guidance Quality
§ Multipath allocation
budget
§ Multipath bias protection
3. Land Interoperability
§ MOSA compliant
§ Civil compliant
4. Manpower
§ Operating elapsed time
meters
§ Standby elapsed time
indicators
5. Availability
§ Phase center variations
Technical Performance
Measures (TPM)
Mission Capabilities and Operational Need
Technical Insight – Risk adjusted performance to plan
22. Material
converted end–to–
end
Pilot
Data
Enrollment
Integrators
Quality Monitor
Internal
Router
Data Store Lookup
Data Warehouse
Data Marts
Data Marts
Portals and others
Billing
Demo conversion process, member reconciliation
Shared group matrix reports and interfaces
Shared member crosswalk and members to ERP
Integrators in ERP converted to inventory
Status and trigger conversions
Data in Marts
for ERP
Material Master
Converted from
legacy
External Interfaces
External Vendors
converted to ERP
Finance Loss TBD Outcomes
Resale's
Vendors from
legacy
Emulations
The Product Roadmap and IMP
Have Similar Topology’s
29th Annual International Integrated Program Management Workshop 22