Portfolio, Program and Project Management

From a distance it seems that people use these terms interchangeably. They do however represent much different endeavours.

Trying to steer away from the “official” definitions provided by the various project management institutes and organisations I hope to explain it in a way that would be easily understood, and can be agreed upon by all professionals in the field.


Definitions:

Project Management – the discipline of planning, organizing, motivating, and controlling resources to meet specific goals. A project is a temporary endeavour with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies. (
http://en.wikipedia.org/wiki/Project_management
)

Program Management – the process of managing several related projects, often with the intention of improving an organization’s performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. (
http://en.wikipedia.org/wiki/Program_management
) I would like to add that it could temporarily include the management of areas that are business as usual (or operations).

Portfolio Management (Project Portfolio Management) – centralized management of processes, methods, and technologies used by project managers and project management offices (PMOs) to analyse and collectively manage a group of current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals ― while honouring constraints imposed by customers, strategic objectives, or external real-world factors. (
http://en.wikipedia.org/wiki/Project_portfolio_management
)

Just looking at these definitions does not distinguish large projects, from small programs, portfolios from very large programs and so on. So let’s look at what is different and then we should be able to tell them apart.

Finite Focus Components Related Objective
Project Yes Functional Delivery Yes Single
Program Yes Strategic Objectives Yes Multiple
Portfolio No Strategic Intent No Varied

This will give us some basis of comparison.

  • Portfolios do not have an end date
  • Portfolios are entirely strategic
  • Portfolios contain projects, programs and operations that does not require a specific relationship to each other
  • Portfolios don’t intend to reach a specific strategic objective, but rather address a strategic value or intent
  • Programs have a specific strategic goal that it must satisfy
  • All components in a program are included to deliver or contribute to reaching a measurable strategic goal (Could be more than 1)
  • Programs may temporarily include the management of operations
  • Programs have a start and end date within which they have to deliver on the agreed objectives
  • Projects deliver a specific outcome (product, result)

Example:

A specific aircraft manufacturer has a project portfolio in which they intend to enhance the organisation’s image, improve service delivery and secure the medium and long term financial future. Within this project portfolio a program exists to design, develop and implement the manufacturing of a new aircraft. The program contains many projects, one of which is concerned with the building of the manufacturing facility in which the aircraft will be built.

Now that this picture is becoming clear -> I have a gift…

Sorry I simply had to include this graphic J it just keeps on growing…

Please ask questions, offer differing views and comment at will.

Share, link, spread the news…

Have a great day.

 

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Posted in Project Management

Project Management 102

You should already know that you have a project and you can do some planning to get things done – From the previous post – Project Management 101.

Now moving swiftly along…

There are many standards and approaches available to manage projects: (From wikipedia)

Approaches

International Standards

There have been several attempts to develop project management standards, such as:

For clarity sake we will only delve into one of these “flavours” of project management – Project Management Institute (PMI). The most important next step in your discovery of what project management is revolves around phases.

Phases

Phases

The phases are intended to allow us mortal beings to group things together logically that will allow us the greatest chance of succeeding. We have to remember that some learning and bitter experiences have contributed to the knowledge that constitutes the groupings.

Initiation

You have to know a few things before you really start to attack a project. These things are absolutely vital to the success of the project.

  • What MUST the project achieve (not from the project’s view, but from the client’s view).
  • How much funds is available to achieve what (and how will you be able to get it – what does the project have to do)?
  • Who are the people involved (probably the list of stakeholders already identified in Project Management 101)?
  • Get written signed approval of your understanding of what the project has to achieve (project charter).
New Team - Fresh Young...

New Team – Fresh Young…

Planning and Design

We have discussed planning before, why again now? In Project Management 101 we explained planning to give you enough detail to define the project. In this phase you will have to plan to achieve the results… You have to plan to an “appropriate level of detail” to allow you to manage project risk by estimating the time, resources, cost and other factors that will affect the chances of delivering the project successfully. (more on project planning)

Planning Discussions....

Planning Discussions….

Executing

Do the work that you said that you were going to do in the planning phase. This is where the tyre hits tar, things get serious and things will have to happen…

  • People will have to know who does what when, why and for how long…
  • They have to work hard (I can almost guarantee you that you will not have enough time or people to get all the stuff done),
  • They will have to be accurate and precise (cannot re-do stuff here),
  • You will have to do it cheaply (yes, I know – haha).
Getting it Done....

Getting it Done….

Monitoring and Controlling

You have to constantly evaluate what people are doing…

  • Is it in line with what has been specified?
  • How do we overcome this unanticipated problem?
  • If we lose time doing this, how do we get it back?
  • If that thing now cost more than what we were told, how do we recover the extra expenditure?
  • If we pay more for a better person, will we save enough time to make it worth our while?
  • How does the client perceive all the activity?
Insider View...

Insider View…

Closing

One of three things will cause a project to close:

  • Achieved all of the project deliverables (YAY….. )
  • Stopped due to requirements shift (the reason why the project existed has changed or disappeared)
  • Will never reach the project deliverables (many reasons within and external to project can cause this)

Remember any project you can walk away from…

Project Team - Older Wiser...

Project Team – Older Wiser…

To give you some idea of how projects will tax you as they move through the phases, the line drawing below is a good approximation of how most projects behave.

Phase - Consumption

Phase – Consumption

Phew… Glad that’s over with… So I’m a fully-fledged project manager now?

Well yes and no…

To be a project manager you have to know a little bit of each of these:

The nine knowledge areas are:

  • Project Integration Management
  • Project Scope Management
  • Project Time Management
  • Project Cost Management
  • Project Quality Management
  • Project Human Resource Management
  • Project Communications Management
  • Project Risk Management
  • Project Procurement Management

We will look at this next time…

Have to wait... for... more...

Have to wait… for… more…

Have a fantastic day…

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Posted in Business Management, Project Management

Project Management – 101

Ok, so someone that you know knows someone that did a project once and you have just inherited something that everybody calls a project…

What do you do, where do you start?

This post is aimed at addressing the most basic elements of project management. These topics are:

  • What is a project?
  • What are the most important things to know?
  • What are the most important things to do?

Whoooooo… slow down…

Let’s make sure you are busy with a project…

NOTE: I have included project speak (terminology) in brackets and italics.

What is a project?

Ignoring all the well-defined definitions about what projects are, let us look at what it means to me and you…

Checklist:

  • Is this a one-time occurrence? (does not happen often or regularly)
  • Is there an agreed or understood set of outcomes or results?
  • Is there a time limit on achieving the result?
  • Is there funds or money (budget) allocated specifically to achieve the results?
  • Has a group of people been specifically tasked to achieve the results? (outside normal working situation)
  • Is there someone specific or a specific group that would receive the results?

If you can tick more than three of these, you have probably been infected by the project bug…

 

A new victim...

A new victim…

What are the most important things to know?

Obviously there are some things you should know or have:

  • List of results or outcomes (deliverables)
  • Know when the outcomes should be delivered or completed (end date)
  • Understand how you can get your hands on the money (budget)
  • Know who is involved with the project (stakeholders)
  • Some knowledge of how these results can be achieved (content expertise)

Now that you have all this the most important rule of all – People = Results

Contrary to popular belief, projects are not about schedules, milestones or cost analysis…

It is about getting other people to help you achieve results

 

The real reason...

The real reason…

What are the most important things to do?

Have a meeting – ha-ha got you… Actually… it’s not that far off…

Look out here it comes… the most dreaded word in business today…

COMMUNICATE

Who should I communicate to? (Sorted in what I think represents an order of importance)

  • People that will receive the outcome, results, deliverables or benefits. (project clients)
  • People or person who hired or tasked you to do the project (project sponsor)
  • People who will assist you in achieving the deliverables (project team)
  • People not on the project that you will have to use to achieve the results e.g. Human Resources, Procurement (Project Stakeholder)
  • People who will make sure the project is on the right track e.g. Auditors, Steering Committee (Project Stakeholder)
  • Other people who are affected by the project OR can have some influence in achieving success (Project Stakeholder)

Make sure that you understand what the clients really want, how does that fit in with what the sponsor has asked you to deliver, does the team have understand what needs to be done?

If you can simply get these communications bedded down, the project will immediately start going in the right direction.

 

Ideal project manager...

Ideal project manager…

So now that we have done the communications, we can simply sit back and watch the action… Where is my remote?

I’m so sorry… NO…

There is this other thing…

PLANNING

Planning is a way of figuring out the following: (a sequence that would work under the majority of conditions)

  • What do we need to achieve? It is very important to understand what you are expected to do and what you are not expected to do? What would fall “outside the project”? (project scope)
  • If there is a lot of work, chop it up into logical or sensible pieces. Arrange these pieces of work in a way that makes sense to all the people involved in making sure the project is a success (work breakdown structure – WBS).
  • Look at these pieces of work and decide which will have to be done first, because some pieces will need it to be in place before others can occur e.g. house walls must be erected before you can put a roof on. (sequential or logical arrangement)
  • Try and get an accurate understanding of how long (duration) each of these pieces of work will take to complete. Consider when the project has to be completed (end date) and try to work backwards from there. (scheduling)
  • Now we can add people to these pieces of work (human resource management). Remember to include the people that you will have to hire in for expertise, workforce or any other reason.
  • We have a big pot of money (overall budget) that we should now divide between the work packages. Include what you have to buy (procurement), who or what you have rent (procurement and services management) as well as the people that will be working on the project’s salaries and wages. Add the unusual stuff like travel cost, hotels, visa’s, food, venue hire, insurance, furniture, … (Preliminary and General – P&G)
  • Making sure that each of the work packages delivers a usable and functional output is obviously important. How you and the project team will ensure that this is going to happen is called quality assurance.
  • If the project team can come up with a list of things that can go wrong (risk analysis), it would help a lot because you will then know what to look out for.
  • Amazing as it may sound the stakeholders will want to know how the project is doing. So we will need to find a way to communicate to all these people in a way that THEY can understand, on a regular basis…

Congratulations… You have completed a project plan…

 

Planning - How to...

Planning – How to…

But wait… some stuff doesn’t fit together… we don’t have enough people, money, time… OH MY GOOODNES…

Because you only have a certain amount of money (budget) to hire people and stuff (resources) to achieve the goals within a specific amount of time (duration), it is almost inevitable that there will not be enough of one these elements (constraints).

 

Project Management - Explained!!!

Project Management – Explained!!!

Welcome to project management…

Just a note…

 

Next time...

Next time…

Have a great day and remember to smile…

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Posted in Business Management, Project Management

Awakening of a soul…

When things in your life are moving along, and you go through the motions – autopilot fashion – we all seem to understand that we are keeping our heads down.

It is as if the tiredness is worst just before the sun rises…

Then almost unnoticed, the blackness of the night sky loses its sting…

It starts to turn…

Bit by bit…

It is almost unnoticeable…

But the progress is there… just beyond the reach of your perception…

The cold bites… extra hard… it is as if it knows it is embroiled in a fight for its very existence…

Even before the sun is up, shadows start to form… Like ghosts, they cling on to trees, buildings and anything they can find…

Steadily, slowly, the night sky releases the darkness…

It has no choice in the matter…

Just before dawn

Just before dawn

Then you see it…

Glimmering on the horizon…

A thin slither of gold… It is so bright…

God’s paintbrush gets taken out and paints the sky…

Mesmerizingly beautiful…

Colours, textures, movement…

Unique every minute…

And you realise…

A NEW DAY HAS COME…

Dawn

Dawn

Endless possibilities mingle with the searching sunrays as it drives the cold and shadows away… chasing them from each nook and cranny, every little spot they are found… relentless…

Things become more visible, more understandable…

You draw a breath of this newly heated air…

You can feel the life returning…

Tiredness, and battle-weary, body seems to drink from the source of light, warmth, love…

YOU ARE ALIVE… Be Thankful… Be Grateful…

Blood coursing through your veins… feel your skin absorbing the energy…

You can and will do something with this newfound freedom, filled with light, warmth and love…

 

Lesson:

So if you are still waiting in the cold just before the dawn… Be patient… Keep your eyes peeled… A new beginning is on the way… The day will come… The sun will shine on YOU AGAIN…

 

Please feel free to distribute, share and tell people about this. If you help one person, you have changed the world…

 

Day

Day

You can bring sunshine to someone…

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Posted in Personal Management

A Plan – What is it?

Everybody, and I mean everybody, tells me, you and everybody to plan for… (Insert – the future, your life, career, love life…)

That leaves me with the question – Do you know what a plan is? I mean really understand what the different elements of a plan really are?

Definition: A plan is typically any diagram or list of steps with timing and resources, used to achieve an objective. It is commonly understood as a temporal set of intended actions through which one expects to achieve a goal. – Wikipedia

So from the definition above we know that a plan should have:

  • Goal, Objective or outcome (list of deliverables)
  • List of steps or actions (May include logic like dependency and predecessors)
  • Time (Labour, elapsed time and duration)
  • Resources (human, capital, time and objects)
  • Value measurement (Quality statement and benefits)

If you have all this, it should all come together like:

Ta Daaaa… end of Lesson…. Thank you, come back next week…

Plans lead to success

Plans lead to success

But, I’m stuck over here:

Where to start a plan?

Where to start a plan?

I don’t know where to start… There is just soo much stuff… See:

Unplanned Plan

Unplanned Plan

It looks NOTHING like the plans they put forward…

Where do I start? What do I do?

Ok so, you twisted my arm.

Finding the right goal

Finding the right goal


Element 1Understanding the objective

Here are the most important steps to execute to end up having a plan (with all the good stuff inside).

You call this help? What does Scoping mean? Please translate this into ENGLISH…..

Step 1 – Know what you want. Know exactly what you want. Include the stuff that you don’t know to make sure that somewhere, you can build it into the plan where you make a decision once you fully understand if you want something or not. Most importantly – write this stuff down to allow you to come back and check against the original goal.

Step 2 – Look around and try and figure out what other people with similar problems have done. Get more than one possibility and be genuine in evaluating the level of success each of these possibilities offered where they were applied. Most importantly – don’t discard anything now, you don’t know what the probability of success in your situation is.

Steps 3, 4 and 5 – Apply (theoretically) the possible solutions in your situation. Consider the impact, cost, duration and try and estimate how complex it would be make it work. Most importantly – estimate what the realistic chances to be successful with each of these options are.

Step 6 – It should become clear now that some of the solutions will work better than others for you in this situation. Select the one with the best chance of actually working. Most importantly – walk away from the discarded options and channel all your energy into making sure that the option you have selected will work.

Element 2 – Figure out what to do next

Amazing as this may sound, we have the capacity to build stuff in our minds and we can then work “backwards in time” to get a clear roadmap or path to reach a goal.

Step 1 – Visualise the goal as if it has already been achieved. Make this picture as clear as you can. Take it to extremes like experiencing the emotions of achieving this objective; smell it, hear it, see the sun glinting… Most importantly – visualise the completed or finished result.

Step 2 – Get a realistic understanding of where you are now. Get honest, don’t soft-soap or be gentle. Most importantly – understand that this is your point of departure. You have nothing to be ashamed of. Many have achieved great things from starting in humility with nothing and little to no opportunities. You have already seen your future…

Step 3 – Find the shortest route to achieving the goal. I cannot stress this enough… Most importantly – the shortest route requiring the least amount of resources and time almost always returns the best results. Things like motivation, endurance and determination become significant issues when you travel the scenic route…

Step 4 – Identify the big moments. On this road that you are about to travel, you should find places where you can “stop and recuperate”. It is almost exactly the same as driving a long distance. You need moments to just stop and reflect. Most importantly – choose the rest spots looking back from the goal to the starting point. This perspective will allow you to see things as if they have already occurred and your perception of these rest-spots will be result and not problem orientated.

Step 5 – Fill in the gaps. Now that you know what the main moments are; fill in the details from where you are now to the first big moment. It is almost impossible not to start filling in the blanks between the next moments. Most importantly – just get enough detail down between the next moments to stop wondering about them. Focus on getting the detail of reaching the next moment. Understand that you will have to repeat this step every time you reach one of the big moments.

Elements 3, 4 and 5 – Time, resources and value are related

Now for the big surprise…. These three things are interrelated and interdependent. So if you want to travel from point A to point B very fast, you will need a fast car, which cost lots of money. Should you want to get there in style, well those cars are expensive too. If you are the champagne, caviar and first class jet set; I hope that you understand we are talking big money now.

You may elect to go the dirt cheap road and simply arrive at point B; you have to pace yourself here… Both ways… Most importantly – choose the car well. Too expensive and you don’t have enough money to make it to the end; too cheap and the car may not see the end…

So you need to look at the items listed in the “what to do next” section and attach time, money and resources to each one…

End Game

If you have written down all the stuff that you have decided, elected and seen, you will now be in possession of something that will answer these questions:

  • What
  • How
  • When
  • Where
  • Who

Congratulations – You are now the proud owner of a well deigned, well thought through plan that presents a very high probability of success. You will now be able to communicate clearly to yourself and others what you are doing and why; know when to do what as well as constantly know what will happen next.

Welcome to the world where you can now say to other people…..

You are a winner

You are a winner

I hope you enjoy this journey and would like to invite you to comment, share and splash this around…

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Posted in Business Management, Project Management

Respect – How does it work?

Has anybody ever simply expected respect from you based on their position, social standing or professional appointment?

Have you been able to maintain this respect?

 

Definition:

Respect denotes a positive feeling of esteem or deference for a person or other entity, and also specific actions and conduct representative of that esteem. Respect can be a specific feeling of regard for the actual qualities of the one respected. It can also be conduct in accord with a specific ethic of respect. Rude conduct is usually considered to indicate a lack of respect, disrespect, whereas actions that honour somebody or something indicate respect. Specific ethics of respect are of fundamental importance to various cultures. Respect for tradition and legitimate authority is identified by Jonathan Haidt as one of five fundamental moral values shared to a greater or lesser degree by different societies and individuals. – Wikipedia

The problem with respect is that it is in essence an emotion, a feeling which is based upon the sum of experiences collected with regards to a certain person, group or even idea (religion, race, nationality, organisation, etc.).

Principle 1 – Fluctuation

Respect is a pliable and adaptable thing. It will change and can be variable on a day to day basis, but one has to concede that there exists a range in which this feeling will exist. It will fluctuate slightly in the short term but if an overall trend is measured the “average” feeling can be measured and observed.

It is therefore possible to experience your respect for someone increasing over a period of time, but that person will not be able to improve or cause significant long term improvement or damage with a singular event. It is only possible to change the trend with repeated exposures going a certain way.

 

Flux and Trend

Flux and Trend

Remember is that it will be the resulting effect of multiple exposures that will determine how the “graph” will end up. Simple math then shows that if one had four positive experiences and three negative experiences, (4-3=1) the result would be a positive one to the overall system for a given period of time.

Principle 2 – Flow

There are a few concepts to understand under flow:

  • Self-respect is the absolute measure and forms the basis of any other form of respect. – This means that you cannot expect to respect anybody more than you respect yourself. This could be disputed by many, but there is a simple rule – If you don’t know how to respect yourself to a certain level, how would you be able to respect someone or something else to a “higher” level?
  • Respect is a two-way street – You will have to receive some respect to be able to generate some of your own in return. The opposite is also true, where you cannot sustain respect for someone who does not show respect in return.
  • The resulting respect “answer” is the average of the two elements mentioned above. The respect that you will be able to show someone will take all the respect that you have for yourself and all the respect that they exhibit towards you, add them up and then divide it by half. (Obviously this will be reduced to the maximum value that you have for yourself in the case where this answer exceeds the amount you respect yourself.

 

The Cycle

The Cycle

Soo… we know the fundamentals, we understand how this works – So what can we do about it?

 

 

Whacky

Whacky

Principle 3 – Perception

Because it is an emotion, how you perceive any form of respect is the REAL value.

If you feel neglected, positively charged or indifferent towards a certain person or entity, you can evaluate the perception critically AND CHANGE it…

 

 

Perceive

Perceive

Remedy:

Probably the most important thing that any person can do with regards to any form of respect revolves around self-respect.

Here is what you do:

Step 1

  • Believe that you are worthy
    of your own respect
  • Open yourself to accept personal positive inputs
  • Filter the inputs and your perceptions and exaggerate the input values (it is only a perception and you do it anyway…)
  • Reinforce, repeat, replicate… OVER AND OVER

Step 2

  • Give others respect (even when they don’t deserve it)
  • Give some more…

Step 3

  • Accept any respect you get in return
  • Read step 1 again…

I will give you a written guarantee that any improvement in your self-respect will improve the rest of your life.

 

Written Guarantee

Written Guarantee

Please comment and share… It is good stuff and it is free…

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Posted in Personal Management

Family time…

Oh yeah – it’s a long weekend and we can spend time with the family…

Away from the office…

Can’t get any better that this…

Bored

Bored

So what do you do with all these people? Do you go somewhere and just splash some money on them? That would show them that you care about them…

What do you get out of it though?

Will you end up feeling appreciated?

Really?

Confused

Confused

In this modern era, with TV’s, computers, smart phones and mobile game devices, how do you break through to them? What can you do to make them see that you really care?

As amazing as this may sound – I will tell you a secret…

Come closer…

Magic

Magic

You need to communicate love to other people; not respect, trust, honesty or loyalty…

NOOOOOOO!!!!

That stuff belongs at work…

This is your family; you can show them something completely different, something they deserve…

If you do this right, you may get some of it back, and I can promise you that it is the most rewarding feeling a human can experience…

What am I talking about?

LOVE

Family - Love

Family - Love

So just how does one communicate love? What is the secret…?

Enter Dr. Gary Chapman. This amazing guy has unlocked the secret to communicating the emotion of love to other people. He has written a bunch of books (my favourite is – The Five Love Languages: How to Express Heartfelt Commitment to Your Mate) explaining just how to do this…

But this is a blog, you don’t have the time to read a whole book, and you need the results quick…

Language 1 – Quality Time

Simple explanation, find a way to sit down and chat with each child.

It may seem hard at first, you know but if you can just shut up and listen to what they have to say… You may find to your amazement, that they have stuff to tell you…

Then the spouse… Look into their eyes… Laugh a little… Hint that tonight when everybody is asleep….

Guys, dance with her… Girls, get that flirt on…

Switch the TV off and take out a board game…

Read the bed-time story… It is the type of thing that a child cannot forget…

Language 2 – Gifts

Yup, you can buy affection… I thought you knew… And if you can’t buy it, you may have to rent some…

Don’t now go and get the pony, the car or the engagement ring… Get something that says you care… This may require that you will have to remember what they like…

If you give that boy a comic book, the girl an awesome cd and the kid some bubbles… you may just end up surprised…

Ok the wife wants flowers… Get a bouquet of the flowers that she likes…

For the husband… the DVD of the sports that he enjoys… or if you are younger than a 100 years old, get some interesting nighties… Give it to him, not to wear, to help you put it on after the shower…

Language 3 – Acts of Service

Guys get your but out of bed early and make her some breakfast… Make a bed… Help with the dishes… It won’t kill you…

Girls, NEVER underestimate the value of food in a man’s life… Make him something special…

Kids always need help with drawings… they will accept any action where you submit to their priorities…

Mot hers can help teenage daughters with make-up and clothes…

Teenage boys always need help with some project… Build a small nuclear device…

Language 4 – Physical Touch

Couples… If you can make it out of the bedroom, show your children that their parents love one another… Give each other a hug, a cuddle and a passionate kiss… Kids require this as an example and it forms part of their security framework…

Lovers can add spice like the brush past, the “accidental” finger touch when you hand one another stuff…

Kids of all ages thrive on hugs, kisses and playful tickles… If you have a kid younger than 35, tickle and play with them…

Kick the ball, tackle them, drink tea with your daughter, sit on the grass and look at the stars… They will cuddle up…

Language 5 – Words of Affirmation

Tell them that you love them… (Yeah I know it does not say that in the book…) They need to hear it…

Tell your wife just how beautiful she still is, that she is amazing, that you are proud of her and that you miss her when you are away…

Husbands need to hear that they are still attractive, strong and worthy of praise and admiration too…

Kids perform at school, sports, cultural and other activities… Tell them that they are doing well…

Most important of all communicate as effectively as you can to everybody that you love them without reserve – NOTHING in this world will stop you from continuing to love them…

Guys, whisper in her ear… Good things…

Girls, show the world that he is the one and then you tell him – publicly…

Now stop reading this and go love that family of yours…

Loving Family

Loving Family

Please share and comment as much as you can… I will get back to you AFTER the weekend…

Love Ya!!

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Posted in Personal Management

-o-
Life is not about the struggle, it’s more about the moments that we choose to share with others.
-o-

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Anton van den Berg

Anton van den Berg

Business Information, Project/Program and New Media Executive, Author, Blogger

Who I am and what I do can be summed up in stating that I assist organisations to advance to the next evolutionary step or market level; while achieving cost reduction, strategic initiative and/or optimisation of existing assets.

The value proposition on offer is balanced and contains experience, education and a progressive attitude.

Projects or programs that have been successfully completed were strategic or business tactically focussed.

Getting the most out of what you have is your right - You have already paid for it...

Since 05 March 2010
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