Managing Projects for Digital Innovation Culture

Managing Projects for Digital Innovative Culture
How to effectively apply digital project management to organisational innovation culture

ManagingProjects
Course: MA Digital Media Management
Module: Managing Projects
Assignment: Essay
Date of Completion: 12 July 2016
Word Count: 4,801
University: Teesside University / Hyper Island 24 Lever Street Manchester
M1 1DZ United Kingdom
Digital Media Management Student: Howard Mijares II, Deira Dubai United Arab Emirates
howardmijares@gmail.com , howard.mijares@hyperisland.co.uk
+971 52 960 4260

TableofContents
Table of Contents
I. Project Management by Definition
a. What is Project Management?
i. The core components of project management
b. What is the role of a digital project manager?
c. What are projects to be managed?
d. What are the existing & emerging industries Project
Management Methods?
i. The first method Agile project management
ii. Responsibilities of agile management through 3 Agile
iii. Organisational roles.
iv. The Second method Waterfall project management
v. Waterfall method advantages
vi. Waterfall method disadvantages
II. Digital Media Management Hyper Island team project practice reflections
a. Design Thinking – DMM Module 1 – Client: Mural - https://mural.co/
b. Digital Technology – DMM Module 2 – Client: BrightHR - https://www.brighthr.com/
c. Business Transformation – DMM Module 3 – Client: Brother UK - http://
www.brother.co.uk/
d. Start Up DMM Module 4 Client – Inshift.com - http://in-shift.weebly.com/
III. Issues & concerns encountered during a Hyper Island Digital Media Management
Team project management and their possible solutions
IV. Digital Innovation Culture by Definition
The 3 Methods how digital culture is fostered
a. The Functional organisational structure
b. The Project-based organisational structure
c. The Matrix organisational structure
V. 10 Skills needed to effectively practice Management of Projects for Digital
Innovation Culture
a. Cognitive Flexibility
b. Service Orientation
c. Judgment & Decision making
d. Emotional Intelligence
e. Facilitation & Collaboration
f. People Management
g. Critical Thinking
h. Creative Leadership
i. Complex Problem Solving
j. Communication
VI. 3 types of project management organization for Implementation for Digital
Innovation Structure
a. The Functional organisational structure
b. The Project-based organisational structure
c. The Matrix organisational structure
VII. The Phases& Processes of Project management implementation for Digital
Innovation Culture
a. Project conception & initiation
b. Project definition & planning
c. Project launch or execution
d. Project performance & control
e. Project closure
VIII.Organisational Culture & Project Management
Overall Tonality of the total employee experience
IX. Conclusion - How can digital organization benefit from innovative
digital project management
X. References

I. PROJECT MANAGEMENT BY DEFINITION
What is Project Management?
Project Management is application of processes, methods, knowledge, skills & experiences to effectively
& efficiently achieve project goals / objectives.
The core components of project management are the following
1. Definition of reason why a project is necessary
2. Developing project requirements, specifying quality of the deliverables, estimating resources & timetables
3. Producing a business case / business plan to justify the investment
4. Securing a corporate business agreement & funding
5. Developing and implementing a management plan for the project
6. Leading, facilitating & motivating the project delivery team;
7. Managing possible risks, issues & changes that can affect the project
8. Monitoring the progress as to the original developed plan
9. Managing project’s budget cost
10. Maintaining & Managing communications with internal & external stakeholders & the project organization.
11. Project closure in a systematic controlled & appropriate fashion

What is the role of a Digital Project Manager?
Depending on the organization, the digital project manager role may differ.
Roles overlap among digital project managers & account managers, more often at smaller organization
such as Quality Alignment, User Experience, Business Analysis, Digital Strategy, SEO & Analytics.
The role of the digital project manager is bringing teams together generally make things happen by leading,
empowering, facilitating & communicating teams.
The position requires strategic understanding per project & they ask questions such as
What is the best technology that can be used to achieve project success?
What is it’s Potential?
How might it best work for the user?
How much will it cost to produce?
When can it be delivered?
They are great communicators because they touch every department of an organization.
They could address & comprehend the languages of different departments of an organization
& they are comfortable in navigating through ambiguity of every kind & they create clarity.

What are Projects to be managed?
Generally projects are unique, transient endeavours that are undertaken to effectively achieve planned objectives.
They are & could be defined in terms of outputs, outcomes or benefits.
Projects are usually deemed to be a successful if they have achieved the objectives according to acceptance
criteria, within an agreed timescale & budget.
What are the existing & emerging industries Project Management Methods?
The First method agile project management
Agile Project management enables project managers to hit goals & supply stakeholders with
quick turnaround, precise project statuses even though the deliverables are in a state of flux.
By having better transparency & continues feedback, Agile project managers may respond very
quickly to change & bottle neck situations through the development process thus delivering goals
effectively & faster.
It is primarily about embracing change whichever part of the process even in the latter part of the
development. Developing the product & then testing it to go through possible flaws in the product
also managing a development that tests its efficiency in parallel in two to four week development cycles.

Responsibilities of agile management through 3 Agile organisational roles.
The Product Owners – They set up project goals, handle tradeoffs of production schedules versus scope, they
adapt to ever evolving project requirements & they set up priorities for product features.
The Scum Masters – They guide teams to prioritise what jobs need to be done & they remove hurdles that affect
their team’s tasks.
The Team members – they work to produce all task assignments, daily detail management, progress reports &
quality control of the product.
Agile project management is constant in evaluating time & costs as primary product development constraints.
Rapid feedback, constant adaptation & quality alignment are best practices that are built into development teams
that are committed to schedules, that ensure top quality delivery / output & proven effective processes.
Agile project managers check into proactive, real time delivery metrics like velocity burn down & cumulative flow as
to frequent off schedule Gantt Charts, spreadsheets & none logical or impossible project milestones / deadlines.
Evidently the deliverables are produced in a quicker turnaround such as weeks versus months.

The second method Waterfall project management
The Waterfall approach / method for systems analysis & design was the first established modern approach
for building a system / for development. Winston W. Royce originally defined it in 1970.
At the Design phase it can be best described by breaking down into Logical Design & Physical Design
sub phases. At the logical design phase system analyst utilises the use of information gathered in the
requirement phases evidently to design & develop the system independently of any hardware or software
system.
When is the higher level logical design phase is complete, The systems analyst then begins developing it into
physical design that is dependent on the specifications of the respective hardware & software technologies
At the Implementation phase is when all programming development code is written / scripted. This phase is
the programmers phase in the waterfall method responding to the project requirements & specifications to
effectively code / program the application.
At the Verification phase is when the method ensures that the project is meeting the criteria for customer
expectations. Yet industry analysis & design practice often ignores this stage.
This phase the project is rolled out to the customer & then the maintenance phase commences.
At the Maintenance phase customers would be using the developed application in real time. Problems are
then found possibly due to improper requirements or flaws during the development / production process &
probably due to changes in the user requirements. Evidently development changes are made to the system
during this final phase.

Waterfall method advantages:
1. Design flaws are flagged before any software development code is programmed saving time during the implementation phase.
2. The process is very structured & it proves an easy documentation of metrics/ measurement of progress by referencing clearly
defined milestones.
3. The over all costing of projects can be accurately estimated right after the requirements are defined through functional & user
interface specifications.
Waterfall method disadvantages:
1. Users often find it difficult to share their requirements / needs at an abstract level of a functional specification & is only satisfied upon
application delivery. Thus it becomes difficult & costly / expensive to re develop/ re engineer the application.
2. The method does not encourage nor cater changes during the development cycle. Making the process redundant & slow when
finding development flaws at the end.
3. Project development are often long & slow to deliver when compared to an iterative development methodology such as the agile
development method.
Because of these evident problems, system analysts & project managers have looked into alternative methods of designing &
developing systems such as Extreme Programming / Development, Scrum Methodology & Test-Driven Development.

1. Design Thinking DMM7 Module 1 - Client https://mural.co/
General Reflections: Applying Hyper Island processes on course with a strategic timeline that
encourages Time management is key to getting things done, also communicating with the client
through the process is highly advisable in managing projects & the process.
Structure: The team had referenced the “Integrative Model of Group Development” (IMGD) as a guide
to building the team’s growth through the process of the design-thinking model.
Process: Design Thinking driven
Mind Mapping: Allowed the team to visualise research, that
was conducted individually, throughout the discovery phase.
Storyboarding: To better understand our users journey, we implemented storyboarding to consider &
discuss how the idea could be realised.
Prototyping: prototypes were created & tested to gain insights on the viability of the ideas.
Reflection Sessions: Self-facilitated team meetings addressed the individual frustrations and needs of
team members, in order to promote open and honest communication.
Culture: Our disregard for establishing a team culture at the beginning
of the module resulted in conflict throughout the process.
II. DIGITAL MEDIA MANAGEMENT HYPER ISLAND
TEAM PROJECT PRACTICE REFLECTIONS

1. Digital Technology DMM7 Module 2 – Client https://www.brighthr.com/
General Reflections: Envisioning the future is a very useful tool / skill for innovating for the future
methodologies & Projects that can be applied directly strategic management & planning projects.
Structure: At Hyper Island we learned different personality types & mapped out our personalities in a
triangle with a red, green and blue corner. The red personalities are assertive & direct, the green are
analytical and methodical and the blue ones are nurturing and supporting. A well-balanced team
includes all the three different personality types & as shown in the figure, this was the case in our team.
After mapping out & discussing our different personalities, we made a new one to show the other team
members in what direction we wanted to push ourselves during this module.
Process: We agreed on having reflection sessions every week, in order to make progress in our
process. At times when we were stuck & the communication in the team did not work properly,
reflection sessions helped us to get back on the same page and understand each other’s feelings &
frustrations.
Culture: At Hyper Island, we are taught that teamwork is everything. We had all committed to live after
this motto. In total, we spent 24 days together as a team, & we spent a lot of time together, both in
school and on our spare time. We go out to eat lunch & have drinks together.

1. Business Transformation DMM7 Module 3 – Client http://www.brother.co.uk/
General Reflections: Very much interested in learning the fundamentals of business strategy & how
digital technology impacts business modules. I had into of information management on the process of
logistics & of business transformation, Implementation of new strategy & budgeting of activation for
business transformation.
Structure: We decided to rotate the role of a leader, as a democratic form of facilitation, since this is one
of the most important roles for the whole working process. We decided upon this after the reflection of
one of our team members that experienced the role of being a leader in the previous group.
Process: We highly valued reflecting on the processes of our previous groups. Throughout our process
we did reflections & feedback sessions to help us work more effectively together. A major topic while
discussing our team process was taking responsibility & being accountable for assignments & tasks, to
not leave one team member left doing everything.
Culture: We first decided to share our skills & expertise with the team, after that we created the team
canvas including; values, individual purpose and team purpose, roles & responsibilities, scheduled
routines & working structure.

1. Start Up DMM7 Module 4 Client – Inshift.com - http://in-shift.weebly.com/
General Reflections: I had realised that managing & developing a start up business is not like
producing any other business models for brands because it had a unique structure & strategy. Working
to produce it did not only require knowing digital management, design thinking, innovation strategy but
also business strategy.
Structure: For this module we chose the people we wanted to work with for Start Up business. A
member pitched initial ideas that lead the team to come to collaborate. This was how we teamed up
together, around a common Idea being co founders as consultants.
Process: We decide to use the Scrum method as our time Management tool. Working in an agile way,
but not all of us was familiar with a Scrum board. Also during the process, agile specialist David Draper
came to Hyper Island & gave the crew great insights & agile management techniques that we could
use further in the process.
Culture: Our idea is having different scrum masters each week, we engaged the group in multiple
ways every morning & reach progress conclusion of the day that is to be iterated the next day.

TITLE #2
III. ISSUES & CONCERNS ENCOUNTERED DURING A HYPER ISLAND DIGITAL MEDIA
MANAGEMENT TEAM PROJECT MANAGEMENT & POSSIBLE SOLUTIONS
General Concerns – Having several managers tend to have more conflicting management styles thus a Holacracy
form of management is ideal due to having a flat hierarchy as it is necessary when dealing with passionate
individuals having complex expectations & holding different perspective on value per project.
Structure Concerns – A major concern is designers & developers get a lot of grit work during iteration therefore
there is an unbalance of tasks to non creative or programmers because they tend to take the helm of more of
managerial role while in theory every one is self managing & leading the process.
Process Concerns – Not enough value in prototyping & iteration to develop the MVP, skipping corners thus having
less viable data to be presented as traction. Most arguably most members do not give importance to this phase as
they concern themselves more into conceptual strategy. Hold process value equal all throughout the double
diamond process.
Culture concerns – The Importance of culture may vary depending on work ethics of individuals + how much each
individual values the developed culture organically. Therefore it is ideal that everyone in the team is heard & every
one has pitched in their say that way they would feel an affinity to the culture & not cause conflict in the long run.

TITLE #2
IV.DIGITAL INNOVATION CULTURE BY DEFINITION
Digital Innovation Culture is a Culture of Digitalisation with Digital that is integrated at an organization core, governance &
management style. It is a culture a work environment that nurtures design thinking through it’s various processes. A workplace with
innovation culture believes that it not only exists in its leadership style but so does it exist with each individual in the work place.
The 3 Methods how digital culture is fostered
Method 1: Organisations embracing digital
Innovation is the direction which organizations aim to shift to from more traditional business processes / business
models. Embracing Digital is the first step for any organization to integrate digital in an organisational core a contrast to
traditional departmental structure, which often is found solely in IT department.
Method 2: Organisations setting up an in house innovation lab
An in house innovation lab adds value to innovation culture by many means; it invites the collaboration of the IT
department with the business development department creating a hybrid department that can be called the business
innovation department. There cross functionality & skill-sets are utilised to develop unique ideas that promote innovation.
Method 3: Organisations that reward innovation through experimentation
An Organization that both allows & promotes members to experiment, with this behaviour into practice staff are able to
stay curious & experimental which often leads to insights that can add value to any organization reducing cost in time &
finances which is often found in expensive Research & Development / Data Discovery practices.

TITLE #21. Cognitive Flexibility - Cognitive flexibility is the ability of the brain to transition it’s thinking from one concept
to the other. It is the agility to switch or shift the thinking from one dimension to another, The quicker you are the
greater degree of level of cognitive flexibility.
It is the capability to change one’s thinking, cognition or train of thought as adaption to the demands of stimuli. It
is also known as “cognitive shifting”, “mental flexibility”, “set shifting” & “task switching”.
2. Service Orientation - Service orientation is described as a concern of others. It is a set of attitudes that
affects the quality of interaction among organisational staff & it’s customers. An expanded definition of service
orientation is “a willingness to treat co-workers & clients courteously, with consideration and tact” with a combined
ability to perceive a customer needs & communicate effectively.
3. Judgment & Decision making - Judgment is a decision that is made by careful thought. It is the act or
process of making a decision after careful thought. A summary of judgment & decision making techniques are
the following procedures
1. Identifying purpose of decisions
2. The gathering of information
3. Identifying principles by judging alternatives
4. Brainstorming & listing different possible options
5. Evaluating every choice by terms possible consequences
6. Determining other better alternatives decisions or actions
7. Evaluating outcomes of decisions & actions made
V. 10 SKILLS NEEDED TO EFFECTIVELY PRACTICE MANAGEMENT OF
PROJECTS FOR DIGITAL INNOVATION CULTURE

TITLE #2
4. Emotional Intelligence Emotional Intelligence is an ability that recognizes one’s emotions, understanding what the
emotions are telling one’s self and realizing how one’s emotions affect the surrounding individuals around one’s self & it
also involves one’s perception of others around. By understanding how they feel, it allows one’s self to effectively manage
relationship with others.
5. Facilitation & Collaboration
Facilitation is a process skill that is used in guiding & directing key parts of organising work within groups of individuals,
such as in meetings, planning sessions & training sessions of members or leaders.
The 3 basic Principles of facilitation
1. Facilitation guides people moving through processes together. The facilitator is not present to share opinions on the
contrary is there to draw out the opinions of the facilitated group.
2. Facilitation focuses on people’s participation during the process of learning & planning.
3. The Facilitator acts always as neutral & never takes biases / sides
Collaboration is the ability of effectively working with other individuals to accomplish a common task. By taking actions
that respects the needs & contributions of co collaborators. It is contributing to & accepting the consensus that negotiates
always a winning objective for the team.
6. People Management - People management is mainly managing people that contribute to organisational efficiency &
performance. It is a subset of human resource management that deals in strategic, financial & fair ethical policy issues
within organisations.

TITLE #27. Critical Thinking - Critical thinking is an intellectual disciplined process of active & skillful conceptualization,
application, analyzation, synthesis & evaluation of information that is gathered or generated from experiments,
observations, experiences, reflections, reasonings, or communications that act as a guide to a belief & action.
8. Creative Leadership
Defining creativity by referencing the snowflake model of creativity by Professor David Perkins of Harvard University
The 6 common traits present in creative people are
1. The strong commitment to personal aesthetics
2. An ability to excel in finding solutions / problem solving
3. Mental mobility
4. The willingness to take risks (and the ability of accepting failure)
5. Objectivity
6. Inner motivation
The first of the three traits are strongly cognitive while the last three refers to aspects of personality
Leadership is fostering a creative environment & a main component of a creative environment is encouragement &
support. Especially that creativity comes from highly personal reaction to an individual’s environment; it is the leader’s
task in creating an environment that fosters creativity.

TITLE #29. Complex Problem Solving
Complex problem solving is the process of working through the details of problems trying to develop solutions.
The basic components / Steps of complex problem solving
1. Defining the problem
2. Generating alternatives / solutions
3. Evaluating & selecting alternatives / solutions
4. Implementing solutions.
10 . Communications
Communications skill is the ability of conveying information from one party to another effectively & efficiently.
Ideally managers equipped with good verbal or non-verbal or written communication skills assist facilitate of the
sharing of information among individuals within an organization evidently for its commercial benefit.

1. The Functional organisational structure - is managed in organization hierarchy, upon project
operation. The different components of the project development are to be taken by functional team units
& every unit is responsible adequately for it’s respective component. When the project is established, a
respective team / unit shall partake as a dominant role for the completion of the project development.
The senior management shall take responsibility for the project’s coordination.
Advantages of this organisational structure: Utilisation of unique personnel enables greater ﬂexibility.
The choice would be of a suitable functional team / department as the main project supervisor. That
department is able to provide & support professional & technical manpower needed by the project
development. Also the Technology experts are utilised by different project developments & upon
completion / delivery of production they the team department reverts back to its original placement within
the organization.
 
Disadvantages of this organisational structure: The projects often lack of focus, each unit has
its own core functions of general business, sometimes in order to meet their basic needs,
responsibility for the project will be ignored, especially when the project brought to the unit not the
same interest level.
There is loose focus on projects as each unit / team has their own function & specialisation within the
organization. At times even the basic needs of responsibility is ignored in cases when the project that
is tasked to a team / unit has different level of value / passion for the assigned project.
VI. 3 TYPES OF PROJECT MANAGEMENT ORGANIZATION FOR
IMPLEMENTATION FOR DIGITAL INNOVATION STRUCTURE

2. The Project-based organisational structure 
 
Project organisational structure is the forming of independent project teams.
It’s management is detached from the parent organization’s other units / teams. They tend to have
their own independent technical staff & management. The organization assigns certain resources to
this independent formed project team & provides the project manager the flexibility & freedom of
implementation for the project. 
Advantages of this organisational structure: The Project manager is solely responsible for project
development, as the project members main objective is completely deliver the project. Team only
reports to the project manager, avoiding the multiple leadership concerns that causes production
delay or confusion.
Another is that the project team’s decisions are developed within the project production thus reaction
& feedback for turnaround action is short.
Disadvantages of this organisational structure: When an organization has several on going
projects & each project has its own independent separate team, which leads to duplication of efforts
that dwindles efficiency.
Another is when the independent project team is prone to a condition known as “Project inflammatory”
disease where there is a clear dividing line between the project team & the parent organization
causing distance & disunity

3. The Matrix organisational structure is the hybrid structure, it corporates a level project management
structure on functional hierarchical structure. There are relative powers of project managers & functional
managers in practice below are the different types of matrix systems
The Functional Matrix: Functional managers hold greater powers as to project managers
The Project Matrix: Project managers have greater powers as to functional managers
The Balance Matrix: Functional managers & Project managers have exact & equal powers. 
 
Advantages of this organisational structure: During multiple projects happening simultaneously,
the organization can balance the resources, ensuring all projects can progress to completion with their
respective costs & quality requirements.
Frustrations of project members are reduced upon project completion. Even if they are strongly
associated with a project they have a “belonging” feeling on their functions in the organization. 
Disadvantages of this organisational structure: Naturally in any scenario the sharing of equipment,
resources & manpower on various projects shall lead to conflict & competition because of scarce
limited organisational resources.
Another is “The matrix management” have two superiors firstly the project manager & secondly the
functional manager with their commands that are divided evidently it will take a toll on team members
development.

Project management is defined by the Project Management Institute as “The application of knowledge,
skills, tools & techniques to a broad range of activities to meet the requirements of a specific project”
The process of directing & controlling a project from start to finish is the following
VII. THE PHASES & PROCESSES OF PROJECT MANAGEMENT
IMPLEMENTATION FOR DIGITAL INNOVATION CULTURE
1. Project conception & initiation - Ideas for a project is carefully examined to determine if it is
beneficial or not to the organization. At this phase the decision making team has to identify if the project
can be logically be accomplished through time, budget & resource.
2. Project definition & planning - Project planning is the project charter/project scope that is to be
detailed in writing. Outlining the tasks to be performed & delivered. At this phase the team is to prioritise
the project’s goals, they are to calculate a respective budget, a scheduled timeline & determine what are
the resources are needed to accomplish project completion.
3. Project launch or execution - When resources, responsibilities & tasks are distributed for respective
teams. This is the ideal timing to raise concerns & bring up important project related issues, questions &
information needed in addressing for project development.
4. Project performance & control - Project managers will go through comparing project statuses &
progression milestones referring to the scheduled plan. They will look into the resources & team’s
performance referring to the scheduled work plan. During this phase, project managers will need to
adjust the schedules accordingly & do what is necessary to keep the project development on track.
5. Project closure - During a project’s completion & once the client has approved / signed off the
outcome of development. A respective evaluation is necessary to determine & highlight project success
& flaws through development to best learn from the project’s history for future development references.

Organisational culture is associated to the success rate of project development in several factors such as
processes, management style, time management & up skilling / training. It has been defined as
comprising the values & behaviours of an organisations employee’s. Referencing the project management
body of knowledge (PMBOK) guide factors include.
Overall tonality of the total employee experience
1. A shared vision
2. Mission statement & expectation
3. Motivational & reward systems
4. Shared views on leadership & authority relationships
5. Work ethics
6. Codes of conduct,
7. Environmental factors
8. Social norms
9. Risk tolerance
How employees assume a role in a project & their respective function in an organization as a whole is
considered as the foundational component of organisational culture. Thus an organization’s structure &
projects is shaped by organisational culture. Projects that are aligned with organisational culture have
smoother implementation & higher success conversion rates versus projects that are conflicting with
cultural organisational norms.
By understanding organisational culture & its relationship with project management method, businesses
are able to pinpoint, which projects are valuable to the organization.
VIII. ORGANISATIONAL CULTURE & PROJECT MANAGEMENT

Components in creating a culture that embraces project management are the following
1. Comprehension of value that project management provides
2. Engagement of project sponsor at the executive level
3. Alignment of projects with organisational strategy
To create a culture of project management, organization must acknowledge the benefits it brings & the
role of projects that the components play in driving change.
In 2008 a research examined how culture contributes to effective projects. It focused on the relationship
between an organization’s cultural orientation & project success, focusing on four types of cultural
orientation:
The Clan – premium is placed on participation, commitment & shared values
The Adhocracy – initiative & innovation seen as supporting / assisting creativity & entrepreneurism
The Hierarchical – formal structure focuses on control & efficiency
The Market – focus on results & production in a consumer-driven environment
Project success is defined as including whether schedules & budget goals are met & the level of
satisfaction among organization project team members.
In order to foster an effective organisational culture, it is necessary first to examine & define the current
culture by assessment. Then a strategy can be developed for bridging the gap between the existing “as is”
& desired “to be” cultures that include changes to systems, practices & objectives of the organization.
VIII. ORGANISATIONAL CULTURE & PROJECT MANAGEMENT

TITLE #2
IX. CONCLUSION - HOW CAN DIGITAL ORGANISATIONS BENEFIT
FROM INNOVATIVE DIGITAL PROJECT MANAGEMENT
By getting awareness & being exposed to digital innovation culture organisations are able to assess their
traditional style of governance & management then compare what the leading industries are practicing, in
doing so they will be adaptive change or if not they will trail behind, They will be integrating a new culture
that cultivates leadership & thrives on design thinking enhancing their current culture into a better one.
By knowing the different kinds of project management for organization structure. The organization is able
to define an appropriate structure that will benefit the business’ model & utilise its existing resources.
By knowing the projects to be managed the managers & teams are able to effectively address it’s unique
needs & is able to plan adequately a respective timeline, resource & budget.
By equipping projects managers with the right skills for project management, They are fully agile to handle
multiple projects efficiently with an iterative style that management that enables their team members to
their full potential.
By knowing the right project management method such as the agile methodology the organization is able
to leverage on the processes gain points & is able to rectify the pain points thus being a progressive &
productive organization.
By knowing the right processes for project management the organization is able to monitor development
justly & systematically.
Thus enabling the organization to transform itself through innovative project management into a
competitive business organization with digital innovation culture that is both effective & efficient for this
modern digital industry.

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