DOCSLIB.ORG

Software Project Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Software Project Management MG6088 - Software Project Management Department of CSE / IT UNIT I PROJECT EVALUATION AND PROJECT PLANNING Importance of Software Project Management – Activities Methodologies – Categorization of Software Projects – Setting objectives – Management Principles – Management Control – Project portfolio Management – Cost-benefit evaluation technology – Risk evaluation – Strategic program Management – Stepwise Project Planning. PART-A 1 What is a project? The dictionary definitions put a clear emphasis on the project being a planned activity. The other definitions include A Specific plan or design A planned undertaking A large undertaking 2 Define software project management.(May 14) Software project management is the art and science of planning and leading software projects. It is a sub-discipline of project management in which software projects are planned, implemented, monitored and controlled. 3 What are the characteristics of a project? (Dec 12, 13) Non-routine tasks are involved Planning is required Specific objectives are to be met The project has a predetermined time span Work is carried out for someone other than yourself Work involves several specialism People are formed into temporary work group Work is carried out in several phases Resources available are constrained The project is large and complex. 4 What are the characteristics that make software projects different from other projects? (Dec 14, May 12,15) Invisibility - When a physical artifact is being constructed the progress being made can actually be seen. With Software, progress is not immediately visible. Complexity - software products contain more complexity than other engineered artifacts. Conformity - The ‘traditional’ engineer is usually working with physical. These physical systems can have some complexity, but are governed by physical laws that are consistent. Software developers have to conform to the requirements of human clients. It is not just that individual can be inconsistent. Flexibility - The ease with which software can be changed is usually seen as one of its strengths. 5 What are the three successive processes that bring a new system?(Dec 11) The feasibility study- Evaluate the cost of the software development against the Software Engineering Planning-Outline the structure of the project Project Execution- Product Implementation activities. Aalim Muhammed Salegh College of Engineering Page | 1 MG6088 - Software Project Management Department of CSE / IT 6 What are the phases in software development life cycle? Requirement analysis Architecture design Detailed design Code and test Integration Qualification testing Installation Acceptance support 7 List the various ways to categorize software projects. Compulsory versus voluntary projects Information systems versus embedded systems Outsourced projects Object driven versus product driven development 8 Who are project stakeholders? (May 15) These are people who have a stake or interest in the project. Stakeholders can be categorized as: Internal to the project team External to the project team but within the same organization External to both the project and the organization. 9 What is project steering committee? What are their roles? Overall authority over the project is often termed as project steering committee or project management board. The project manager runs the project on a day-to-day basis, but regularly reports to the steering committee. Roles: Setting, monitoring and modifying objectives. The project manager runs the project on a day-to-day basis, but regularly reports to the steering committee. 10 What are the activities of management? Planning –deciding what is to be done. Organizing – making arrangements. Staffing-selecting the right people for the job Directing-giving instructions. Monitoring – checking on progress Controlling- taking action to remedy hold-ups Innovating-coming up with new solutions. Representing – liaising with clients, users , developers , suppliers 11 Define SMART. S – specific, that is, concrete and well-defined M – measurable, that is, satisfaction of the objective can be objectively judged A – achievable, that is, it is within the power of the individual or group concerned to meet the target R – relevant, the objective must relevant to the true purpose of the project T – time constrained: there is defined point in time by which the objective should be achieved Aalim Muhammed Salegh College of Engineering Page | 2 MG6088 - Software Project Management Department of CSE / IT 12 What is Goals/sub-objectives? A goal can be allocated to an individual. Individual may have the capability of achieving goal, but not the objective on their own. A more appropriate goal or sub- objective for the software developers would be to keep development costs within a certain budget. e.g. Objective – user satisfaction with software product , Analyst goal – accurate requirements and Developer goal – software that is reliable 13 Define Management control. (Dec 18) Management Control System is defined a ‘set of policies and procedures designed to keep operations going according to plan. 14 What is project evaluation? Project evaluation is a step by step process of collecting, recording and organizing information about Project results short - term outputs (immediate results of activities or project deliverables) Long – term outputs (changes in behavior, practice or policy resulting from the result. 15 Why is project evaluation important? What progress has been made? Were the desired outcomes achieved? Why? Whether the project can be refined to achieve better outcomes? Do the project results justify the project inputs? 16 What is Project portfolio Management? Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices(PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics. 17 What are the key aspects of Project portfolio Management? Portfolio definition Portfolio management Portfolio optimization 18 What is objective of a project? Informally, the objective of a project can be defined by completing the statement: The project will be regarded as a success “if……….” Rather like post-conditions for the project, Focus on what will be put in place, rather than how activities will be carried out. e.g. ‘a new payroll application will be operational by 4th April’ not ‘design and code a new payroll application’ 19 What are the steps in cost-benefit analysis?(Dec 12, 13,18) Cost –benefit analysis consists of two steps Identifying and estimating all of the costs and benefits of carrying out the project and operating the delivered application. It includes development cost of system, Operating cost of system, Benefits obtained by system. Expressing these costs and benefits in common units. Aalim Muhammed Salegh College of Engineering Page | 3 MG6088 - Software Project Management Department of CSE / IT 20 What is net profit? The net profit of a project is the differences between the total costs and the total income over the life of the project. Advantage is easy to calculate and disadvantages are does not show profit relative to size investment 21 What do you understand by payback period?(Dec 14) The payback period is the time taken to break even or pay back the initial investment. Normally, the project with the shortest payback period will be chosen on the basis that an organization will wish to minimize the time that a project is ‘in debt’. Advantage: Simple to calculate, not sensitive to small forecasting errors. Disadvantage: Ignores the overall profitability of the project. 22 What is Return on investment?(May 12) It provides a way of comparing the net profitability to the investment required. A performance measure used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments Disadvantages It takes no account of the timing of the cash flows. Rate of returns bears no relationship to the interest rates offered or changed by bank. ROI = average annual profit * 100 Total investment Average annual profit = net profit Total no. of years 23 When Net present value is calculated for a project? (Dec 12) The calculation of net present value is a project evaluation technique that takes into account the profitability of a project and the timing of cash flows that are produced. The NPV for a project is obtained by discounting each cash flow and summing the discounted values. 24 What is the use of decision tree in Risk Evaluation? (May 13) A decision tree is a diagramming analysis technique used to help select the best course of action in situations in which future outcomes are uncertain 25 What is the concept of strategic programmes? (Dec 13) Several projects together can implement a single strategy. For example the merging of two organizations’ computer systems could require several projects each dealing with particular application area. Each activity could be treated as a distinct project, but would be coordinated as a programme. 26 What are the steps involved in step wise planning? Identify project scope and objectives. Identify project infrastructure. Analyze project characteristics. Identify project products and activities. Estimate effort for each activity. Identify activity risks. Allocate resources. Review / publicize plan Execute plan/ lower levels of planning. Aalim Muhammed Salegh College of Engineering Page | 4 MG6088
Load more

Recommended publications
  • International Comparative Research on Iot-Based Supply Chain Risk Management
    International Comparative Research on IoT-based Supply Chain Risk Management A/Prof. Yu Cui Graduate School of Business Administration and Economics, Otemon Gakuin University, Osaka, Japan Email: [email protected] Prof. Hiroki Idota Faculty of Economics, Kindai University Prof. Masaharu Ota Graduate School of Business, Osaka City University International Comparative Research on IoT-based Supply Chain Risk Management ABSTRACT In this paper, we firstly discuss current status and problems of food supply chain, which has been attached more importance in supply chain studies in recent years. And then, a review and analysis of the research on traceability systems for IoT-based food supply chains will be conducted. In the latter part, we introduce and explain the establishment of food supply chains in Thailand and China and their respective traceability systems with case studies. Moreover, we conduct a systematic analysis regarding the changes and effects the blockchain made on supply chains. Furthermore, through a case analysis of Japan, explicit speculation and forecast would be made on how blockchain affects the development of traceability systems of IoT- based food supply chain. Keywords: Food Supply Chain, Risk Management, IoT-based Traceability System, Blockchain INTRODUCTION In 2011, Thailand suffered a severe flooding which occurs once in 50 years. Its traditional industrial base - Ayutthaya Industrial Park was flooded and nearly 200 factories were closed down. In the same year, Japan’s 311 Kanto Earthquake also caused serious losses to the manufacturing industry and numerous supply chain companies in Japan. And recently, scandals involving data falsification in automotive, steel and carbon fiber have caused great impact on a large number of related supply chain companies and they are faced with the dilemma of supply chain disruption.
    [Show full text]
  • Design Issues in Distributed Management Information Systems
    DESIGN ISSUES IN DISTRIBUTED MANAGEMENT INFORMATION SYSTEMS by JACOB AKOKA B.S., Faculte des Sciences-Paris (1970) S.M., University of Paris VI (1971) Doctorat 3eme Cycle, University of Paris VI (1975) SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE .OF DOCTOR OF PHILOSOPHY at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY May 4, 1978 Signature of Author .................................................. Sloan School of Management, May 4, 1978 Certified by ......................................................... Thesis Supervisor Accepted by ......................................................... Chairman, Department Committee DESIGN ISSUES IN DISTRIBUTED MANAGEMENT INFORMATION SYSTEMS by Jacob Akoka Submitted to the Department of Management on May 4, 1978 in partial fulfillment of the requirements for the Degree of Doctor of Philosophy ABSTRACT Due to the advances in computer network technology and the steadily decreasing cost of hardware, distributed information systems have become a potential alternative to centralized information systems.' This thesis analyzes issues related to the design of distributed information systems. Most of the research done in the past can be characterized by a piece- meal approach since it tends to consider the computer network design issue and the distributed data base design issue separately. The critical survey presented in Chapter 2 points out the need to integrate both issues in an overall design approach. In an attempt to incorporate most of the factors that compose distributed information systems, we present a global model in which network topology, communication channels capacity, size of computer hardware, pricing schemes, and routing dis- ciplines are interrelated in an optimal design. In addition, we show how to derive from the global model a design model for distributed database systems.
    [Show full text]
  • Self-Management for Large-Scale Distributed Systems
    Self-Management for Large-Scale Distributed Systems AHMAD AL-SHISHTAWY PhD Thesis Stockholm, Sweden 2012 TRITA-ICT/ECS AVH 12:04 KTH School of Information and ISSN 1653-6363 Communication Technology ISRN KTH/ICT/ECS/AVH-12/04-SE SE-164 40 Kista ISBN 978-91-7501-437-1 SWEDEN Akademisk avhandling som med tillstånd av Kungl Tekniska högskolan framlägges till offentlig granskning för avläggande av teknologie doktorsexamen i elektronik och datorsystem onsdagen den 26 september 2012 klockan 14.00 i sal E i Forum IT-Universitetet, Kungl Tekniska högskolan, Isajordsgatan 39, Kista. Swedish Institute of Computer Science SICS Dissertation Series 57 ISRN SICS-D–57–SE ISSN 1101-1335. © Ahmad Al-Shishtawy, September 2012 Tryck: Universitetsservice US AB iii Abstract Autonomic computing aims at making computing systems self-managing by using autonomic managers in order to reduce obstacles caused by manage- ment complexity. This thesis presents results of research on self-management for large-scale distributed systems. This research was motivated by the in- creasing complexity of computing systems and their management. In the first part, we present our platform, called Niche, for program- ming self-managing component-based distributed applications. In our work on Niche, we have faced and addressed the following four challenges in achiev- ing self-management in a dynamic environment characterized by volatile re- sources and high churn: resource discovery, robust and efficient sensing and actuation, management bottleneck, and scale. We present results of our re- search on addressing the above challenges. Niche implements the autonomic computing architecture, proposed by IBM, in a fully decentralized way.
    [Show full text]
  • Enterprise Architecture Techniques for SAP Customers
    October 2007 Enterprise Architecture Techniques for SAP Customers by Derek Prior Enterprise architecture has rapidly matured in recent years as a business-driven technique to provide companies with the big picture needed to optimize long-term IT investments. Some of the leading SAP customers have been quietly deploying enterprise architecture techniques to transform their business and prepare for SOA. Why haven’t you? Enterprise Strategies Report Acronyms and Initialisms ADM Architecture development method ERP Enterprise resource planning BPM Business process management ISV Independent software vendor CMDB Configuration management database ITIL IT infrastructure library CRM Customer relationship management PPM Project portfolio management DMTF Distributed Management Task Force SOA Service-oriented architecture EA Enterprise architecture TOGAF The Open Group Architecture Framework EAF Enterprise architecture framework © Copyright 2007 by AMR Research, Inc. AMR Research® is a registered trademark of AMR Research, Inc. No portion of this report may be reproduced in whole or in part without the prior written permission of AMR Research. Any written materials are protected by United States copyright laws and international treaty provisions. AMR Research offers no specific guarantee regarding the accuracy or completeness of the information presented, but the professional staff of AMR Research makes every reasonable effort to present the most reliable information available to it and to meet or exceed any applicable industry standards. AMR Research is not a registered investment advisor, and it is not the intent of this document to recommend specific companies for investment, acquisition, or other financial considerations. This is printed on 100% post-consumer recycled fiber. It is manufactured entirely with wind-generated electricity and in accordance with a Forest Stewardship Council (FSC) pilot program that certifies products made with high percentages of post-consumer reclaimed materials.
    [Show full text]
  • Distributed Management System for Infocommunication Networks Based on TM Forum Framework
    Distributed management system for infocommunication networks based on TM Forum Framework Valery P. Mochalov Natalya Yu. Bratchenko Sergey V. Yakovlev [email protected] [email protected] [email protected] Darya V. Gosteva [email protected] Department of Infocommunications, North-Caucasus University, Stavropol, Russian Federation Abstract The existing management systems for networks and communication ser- vices do not guarantee in full an efficient rendering of next-generation infocommunication services. The Open Digital Architecture (ODA) is expected to simplify dramatically and automate main business pro- cesses. A key principle of the ODA is using the component approach with the logic of microservices and Open APIs. The concept of Frame- worx gives an exact description for the components of business pro- cesses in terms of their functions, associated information and other characteristics. The performance of a distributed operational manage- ment system depends on the quality of solving several tasks as follows: the distribution of program components among processor modules; the prioritization of business processes with parallel execution; the elim- ination of dead states and interlocks during execution; the reduction of system cost to integrate separate components of business processes. The deadlocks of parallel business processes are eliminated using an interpretation of the classical file sharing example with two processes and also the methodology of colored Petri nets, with implementation in CPN Tools. This paper develops a model of a distributed operational management system for next-generation communication networks that assesses the efficiency of operational activities for a communication company. 1 Introduction Due to high competition in the field of telecommunications, network convergence processes and the need for new business models, it is important to develop methods of operational cost reduction and risk decrease in digital business management.
    [Show full text]
  • Distributed Coordination of Mobile Agent Teams: the Advantage of Planning Ahead
    Distributed Coordination of Mobile Agent Teams: The Advantage of Planning Ahead Laura Barbulescu, Zachary B. Rubinstein, Stephen F. Smith, and Terry L. Zimmerman The Robotics Institute Carnegie Mellon University 5000 Forbes Avenue Pittsburgh PA 15024 {laurabar,zbr,sfs,wizim}@cs.cmu.edu ABSTRACT 1. INTRODUCTION We consider the problem of coordinating a team of agents In many practical domains, a team of agents is faced with engaged in executing a set of inter-dependent, geographically the problem of carrying out geographically dispersed tasks dispersed tasks in an oversubscribed and uncertain environ- under evolving execution circumstances in a manner that ment. In such domains, where there are sequence-dependent maximizes global payoff. Consider the situation following setup activities (e.g., travel), we argue that there is inher- a natural disaster such as an earthquake or hurricane in a ent leverage to having agents maintain advance schedules. remote region. A recovery team is charged with surveying In the distributed problem solving setting we consider, each various sites, rescuing injured, determining what damage agent begins with a task itinerary, and, as execution un- there is to the infrastructure (power, gas, water) and effect- folds and dynamics ensue (e.g., tasks fail, new tasks are dis- ing repairs. The tasks that must be performed entail various covered, etc.), agents must coordinate to extend and revise dependencies; some rescues cannot be safely completed un- their plans accordingly. The team objective is to maximize til infrastructure is stabilized, certain repairs require parts the utility accrued from executed actions over a given time that must be brought on site or prerequisite repairs to other horizon.
    [Show full text]
  • Architecture of Network Management Tools for Heterogeneous System
    (IJCSIS) International Journal of Computer Science and Information Security, Vol. 6, No. 3, 2009 Architecture of Network Management Tools for Heterogeneous System Rosilah Hassan, Rozilawati Razali, Shima Mohseni, Ola Mohamad and Zahian Ismail Department of Computer Science, Faculty of Information Science and Technology Universiti Kebangsaan Malaysia, Bangi, Selangor, Malaysia . Human: where human manager defines the policy and organization approaches. Abstract— Managing heterogeneous network systems is Methodology: defines the architectural a difficult task because each of these networks has its own curious management system. These networks framework and the functions to be usually are constructed on independent management performed. protocols which are not compatible with each other. Instrumentation: the actual operational This results in the coexistence of many management aspects that establish the procedures, systems with different managing functions and services methods and algorithms for data collection, across enterprises. Incompatibility of different processing and reporting, and analysis of management systems makes management of whole problems, their repair, prediction or system a very complex and often complicated job. forecasting of service levels and probable Ideally, it is necessary to implement centralized meta- level management across distributed heterogeneous improvements to enhance performance. systems and their underlying supporting network systems where the information flow and guidance is S&NM aims to provide network
    [Show full text]
  • Customer Relationship Management
    CustomerCustomer RelationshipRelationship ManagementManagement HowHow toto turnturn aa goodgood businessbusiness intointo aa greatgreat one!one! GrahamGraham Roberts-PhelpsRoberts-Phelps Blank page Customer Relationship Management How to turn a good business into a great one! Graham Roberts-Phelps Reprinted by Thorogood 2003 10-12 Rivington Street, London EC2A 3DU Telephone: 020 7749 4748 Fax: 020 7729 6110 Email: [email protected] Web: www.thorogood.ws © Graham Roberts-Phelps 2001 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, photocopying, recording or otherwise, without the prior permission of the publisher. This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out or otherwise circulated without the publisher’s prior consent in any form of binding or cover other than in which it is published and without a similar condition including this condition being imposed upon the subsequent purchaser. No responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication can be Special discounts for bulk accepted by the author or publisher. quantities of Thorogood books are available to corporations, institutions, associations and A CIP catalogue record for this book is available other organisations. For more from the British Library. information contact Thorogood by telephone on 020 7749 4748, by ISBN 1 85418 119 X fax on 020 7729 6110, or e-mail us: [email protected] Printed in India by Replika Press.
    [Show full text]
  • TS 102 672 V1.1.1 (2009-11) Technical Specification
    ETSI TS 102 672 V1.1.1 (2009-11) Technical Specification Satellite Earth Stations and Systems (SES); Broadband Satellite Multimedia (BSM); Management Functional Architecture 2 ETSI TS 102 672 V1.1.1 (2009-11) Reference DTS/SES-00289 Keywords architecture, broadband, management, multimedia, satellite ETSI 650 Route des Lucioles F-06921 Sophia Antipolis Cedex - FRANCE Tel.: +33 4 92 94 42 00 Fax: +33 4 93 65 47 16 Siret N° 348 623 562 00017 - NAF 742 C Association à but non lucratif enregistrée à la Sous-Préfecture de Grasse (06) N° 7803/88 Important notice Individual copies of the present document can be downloaded from: http://www.etsi.org The present document may be made available in more than one electronic version or in print. In any case of existing or perceived difference in contents between such versions, the reference version is the Portable Document Format (PDF). In case of dispute, the reference shall be the printing on ETSI printers of the PDF version kept on a specific network drive within ETSI Secretariat. Users of the present document should be aware that the document may be subject to revision or change of status. Information on the current status of this and other ETSI documents is available at http://portal.etsi.org/tb/status/status.asp If you find errors in the present document, please send your comment to one of the following services: http://portal.etsi.org/chaircor/ETSI_support.asp Copyright Notification No part may be reproduced except as authorized by written permission. The copyright and the foregoing restriction extend to reproduction in all media.
    [Show full text]
  • Web Services Distributed Management
    September 12-15, 2004 • Philadelphia Marriott • Philadelphia, Pennsylvania Web Services Distributed Management Heather Kreger – IBM Igor Sedukhin – CA William Vambenepe - HP September 12-15, 2004 • Philadelphia Marriott • Philadelphia, Pennsylvania Agenda • History and Members • Web Services Platform • WSDM Management Using Web Services – Foundations – Capabilities • WSDM Management Of Web Services • Specification Roadmap • Relationship to other standards organizations September 12-15, 2004 • Philadelphia Marriott • Philadelphia, Pennsylvania Membership and History • WSDM was chartered in Feb 2003 – Management Protocol TC was chartered in 2002 and then rechartered as WSDM with a broader charter • CoChairs: Heather Kreger, IBM Winston Bumpus, Dell, DMTF President • Broad representation by member companies – Management –Amberpoint, BMC, CA, HP, IBM, … – Devices – Cisco, Dell, HP, IBM, SUN, … – Application Servers –BEA, IBM, Oracle, SUN... – Customers – Mitre, … September 12-15, 2004 • Philadelphia Marriott • Philadelphia, Pennsylvania Web Services Distributed Management: Missions • Management USING Web Services (MUWS) – Web services to describe and access manageability of resources – Management applications use Web services just like other applications use Web services • Management OF Web Services (MOWS) – An application of Management Using Web Services for the Web Service as the IT resource • Use Web Services as the distributed computing platform to enable interoperability between managers and manageable resources September 12-15, 2004
    [Show full text]
  • Business Architecture
    FRONT MATTER FM 1 – TABLE OF CONTENTS Front Matter Front Matter– Table of Contents Table of Contents FRONT MATTER TABLE OF CONTENTS ....................................................................................................... FM1 ABSTRACT .......................................................................................................................... FM2 MITA AT A GLANCE ............................................................................................................ FM3 Introduction .................................................................................................................... 4 Front Matter .................................................................................................................... 5 Part I Business Architecture .......................................................................................... 6 Part II Information Architecture ..................................................................................... 9 Part III Technical Architecture ....................................................................................... 11 State Self-Assessment ................................................................................................... 13 ACRONYMS AND TERMS ................................................................................................... FM4 OVERVIEW OF THE MITA INITIATIVE ................................................................................ FM5 Introduction ...................................................................................................................
    [Show full text]
  • Certified in Distributed Management
    CERTIFIED IN DISTRIBUTED MANAGEMENT Join our interactive online program and learn how to build and lead highly effective teams despite the distance. Get ready for the future of work. As seen in: WAIT… WHY DO I EVEN HAVE TO KNOW ANYTHING ABOUT MANAGING VIRTUAL TEAMS? of US employees would like to work 75% remotely post COVID-19[1] managers make the mistake of running distributed teams by using in-office MOST management methods [2] IN ORDER TO SUCCESSFULLY MANAGE DISTRIBUTED TEAMS, YOU NEED TO THINK REMOTE-FIRST. WE’LL TEACH YOU HOW! [1] Source [2] Source ACTIONABLE CONTENT BROUGHT WHO IS THIS FOR? BY TOP GLOBAL EXPERTS MANAGERS OF DISTRIBUTED TEAMS MANAGERS The Certified in Distributed Management Program will arm you with actionable MANAGERS IN HYBRID & CO-LOCATED COMPANIES content created by worldwide experts who manage distributed teams daily. Their stories, tactics, and strategies will help you STARTUP FOUNDERS SME OWNERS succeed at team building, goal setting, performance, communication, and many other aspects. INDIVIDUALS LOOKING TO TRANSFER TO FULL-TIME REMOTE ROLES Brought to you by experts from: MANAGERS OF 100% REMOTE TEAMS PRODUCT OWNERS HR & OPs THE PROGRAM’S SECRET FORMULA WHAT DO YOU GET? We get it, you don’t want theories and soft ● 6H management science, you want hands-on ● 20 ASSESSMENTS AND CHEAT-SHEETS approaches that can become solutions for managing distributed teams. Well, you’re in the right place. ● LIFELONG MASTERCLASSES WITH EXPERTS COMMUNITY CALLS ● LIFELONG PEER-TO-PEER COMMUNITY OF MANAGERS ● DEDICATED COUNSELOR SUPPORT SELF-PACED LIVE SESSIONS & COMMUNITY CONTENT WEBINARS LEARNING PREVIOUS CLASSES A SNEAK PEAK So far over 300 managers from 114 companies from all around the world have joined Certified in Distributed Management Program.
    [Show full text]