Project Management Reviewer PDF

**PROJECT MANAGEMENT REVIEWER** **LESSON 1- Introduction to Project Management** - [DEFINITION OF PROJECT MANAGEMENT] Project Management is the practice of leading the work of a team to achieve goals and meet success criteria at a specified time. It involves the following key premis...

**PROJECT MANAGEMENT REVIEWER** **LESSON 1- Introduction to Project Management** - [DEFINITION OF PROJECT MANAGEMENT] Project Management is the practice of leading the work of a team to achieve goals and meet success criteria at a specified time. It involves the following key premises: Project management is [no small task]. Project management [has a definite beginning and end]. It\'s not a continuous process. Project management [uses various tools] to measure accomplishments and track project tasks. These include: Work Breakdown Structures, Gantt charts and PERT charts. Projects frequently [need ad-hoc resources rather than dedicated], full-time positions common in organizations. Project management [reduces risk and increases the chance of success.] - [THE TRIPLE CONSTRAINT] Four Core Elements: 1\. Projects must be within cost. 2\. Projects must be delivered on time. 3\. Projects must be within scope. 4\. Projects must meet customer quality requirements. - [PROJECT MANAGEMENT DIAMOND] 1\. No two customers have the same expectations. 2\. You must ask, explicitly, about each customer's expectations. 3\. If you don\'t know what those expectations are, you have no hope of meeting them. - [IMPORTANCE OF PROJECT MANAGEMENT] - Good project management ensures that the goals of projects closely align with the strategic goals of the business. - It empowers teams to focus on their targets, promotes clear communication among stakeholders, and enables data- driven decision-making. - [EXECUTIVE VIEW OF PROJECT MANAGER (ROLES OF A PROJECT MANAGER)] Responsibilities: 1\. Planning 2\. Leading 3\. Execution 4\. Time Management 5\. Budget Management 6\. Coordinating Internal Resources 7\. Ensuring Timely Delivery - - [EXECUTIVE VIEW OF PROJECT MANAGER (SKILLS OF A PROJECT MANAGER)] Three main groups: 1\. Technical project management skills management methodology 2\. Workplace skills management approaches 3\. Soft skills building trusts, openness and resolving potential conflicts - [PHASES OF PROJECT MANAGEMENT] Good project management aligns project goals with business strategy, empowers teams to focus on objectives, fosters clear stakeholder communication, and supports data-driven decision-making. - [THE 5 PROJECT LIFECYCLE] 1. **Initiation**: Define the project, assess feasibility, and set initial goals with key stakeholders. 2. **Planning**: Develop a detailed plan, set timelines, allocate resources, and outline tasks. 3. **Execution**: Implement the plan by performing tasks and working toward project goals. 4. **Monitoring**: Track progress, address deviations, and ensure alignment with the plan. 5. **Closure**: Complete the project, deliver final outputs, and obtain client approval. - [COMMON **PROBLEMS** IN PROJECT MANAGEMENT] **Common Project Management Problems:** 1. Vague, constantly changing client requirements 2. Slow client communication 3. Delayed project start 4. Treating all projects the same 5. Client dissatisfaction with the outcome 6. Unengaged point of contact 7. Excessive post-launch problem-solving **Additional Issues:** 1. Unclear goals 2. Budget limitations 3. Communication issues 4. Internal team conflicts 5. Scope creep 6. Misalignment with business goals 7. Lack of accountability 8. Unrealistic timelines - [COMMON **SOLUTIONS** IN PROJECT MANAGEMENT] 1\. Defining clear and measurable goals and objectives 2\. Identifying budget constraints early 3\. Fostering a culture of open and transparent communication 4\. Establishing clear roles and responsibilities 5\. Setting realistic deadlines and project timelines **LESSON 1 TOPIC 2: The Changing Landscape of Project Management** - [GLOBAL MANAGEMENT ] - [CRITICAL SKILLS FOR GLOBAL PROJECT MANAGEMENT] a. [Communication is central] to the role of a project manager b. [Clear communication must rise above technology barriers] and cultural misunderstandings to align teams on a global scale. - [PROJECT MANAGEMENT METHODOLOGIES] 1. **1917 - Gantt Chart**: Formalized project lifecycle documentation (Initiating, Planning, Executing, Monitoring, Controlling, Closing). 2. **1957 - CPM**: Predicts project duration by focusing on least flexible tasks. 3. **1957 - PERT**: Defined tasks and timing for project completion, created for the U.S. Navy. 4. **1965 - IPMA**: Promotes project management competence globally. 5. **1969 - PMI**: Defines project management as applying skills, tools, and techniques to meet project requirements (PMBOK Guide). 6. **1975 - PROMPTII**: Focuses on project phase transitions; DOST uses Workplan of Activities. 7. **1984 - CCPM**: Focuses on resource utilization and removing bottlenecks to achieve project goals. 8. **1986 - Scrum, Agile Software**: A framework for self-organizing, collaborative teams. 9. **1989 - PRINCE2**: Emphasizes resource and risk management, breaking projects into stages. DOST uses a Risk Management Plan. 10. **2001 - Agile Manifesto**: Prioritizes collaboration, working software, and customer interaction over strict processes. - [PROJECT MANAGEMENT FRAMEWORKS ] a. The **PMBOK Guide** defines a project management framework as the fundamental structure for understanding project management. b. Various frameworks exist, and project managers select the one that best suits the specific needs of their project or business. - [PMBOK FRAMEWORKS: ] - [WHY ARE THERE SO MANY PROJECT MANAGEMENT FRAMEWORKS?] 1. Each framework has its own strengths and weaknesses 2. projects have their own needs and resources 3. Some elements that may determine which framework to apply 4. Unique nature of the projects - [PROJECT MANAGEMENT ROLES AND KNOWLEDGE AREA] 1. **The Project Manager:** i. Oversees project initiation, execution, and control. ii. Accountable for completing or closing the project. iii. Applies lessons learned from past projects. iv. Defines team roles, leads planning and monitoring, manages risks, and identifies opportunities. v. Implements best practices, communicates with the team and stakeholders, and encourages client involvement. vi. Handles any additional required tasks. 2. **The Executive Steering Committee:** i. Approves deliverables and changes to the project scope. ii. Provides guidance to ensure alignment with strategy. iii. Secures resources and communicates with senior executives. iv. Flexible, with the ability to take on additional duties as needed. 3. **Executive Sponsor** i. Secures funding and resources for the project. ii. Champions the project and stays informed on major activities (e.g., deliverable status). iii. Ultimate decision-maker with final approval on scope changes and sign-off on approvals. iv. Communicates major milestones or risks to the Executive Steering Committee. 4. **Project Owner** i. The key stakeholder of the project. ii. Must have a clear vision of what is to be built and communicate it effectively. iii. Understands users, the marketplace, competition, and future trends. 5. **Subject Matter Expert (SME)** i. An expert in a specific area, providing guidance, typically to the Project Owner. ii. Offers clarity on features and their development when needed. iii. Acts as a technical expert or adviser for the project. 6. **Project Management Office or Portfolio Management Office (PMO)** i. Sets project management standards, provides tools, and serves as a contact point for the project management team. ii. Includes various levels, such as Enterprise PMO, Project Support PMO, and Center of Excellence. 7. **Project Management Team** i. Executes tasks and delivers outputs as outlined in the Project Plan and directed by the Project Manager. - [EFFECTIVE GOVERNANCE IN PROJECT MANAGEMENT ] - involves establishing policies, rules, and authority to guide projects, ensuring they align with organizational goals and are managed effectively. - \(8) TRAITS FOR EFFECTIVE GOVERNANCE: 1. **Effective**: Procedures deliver results that meet stakeholders\' needs while using resources efficiently. 2. **Impartial**: Ensures all members are informed, can contribute, and grow their skills. 3. **Participatory**: Governance requires active participation and informed involvement from all parties. 4. **Responsive**: Governance must meet stakeholders\' needs in a timely manner. 5. **Runs on Its Own Accord**: Effective governance requires various insights for smooth operation. 6. **Complies with the Rule of Law**: Good governance adheres to legal and ethical standards. 7. **Transparent**: Information, actions, and processes are clear, accessible, and follow protocols. 8. **Amenable**: Organizations must be accountable for their decisions and the people involved - [CORPORATE GOVERNANCE:] - Focuses on an organization\'s [relationships] with stakeholders, the executive board, and management. - [Provides structure] for achieving objectives and implementing procedures to monitor progress. - [Covers key areas] such as decision-making, risk management, ethics, and strategy implementation. - [PROJECT MANAGEMENT GOVERNANCE TIPS:] 1. **Governance Framework**: Draft, review, and approve a governance framework document for all projects, regardless of size, involving both the project management team and partners. 2. **Scalable Framework**: Adjust the framework based on project size and complexity. Simplify for smaller projects while ensuring thorough review with the team. 3. **Document Sharing**: Use documentation sharing tools to ensure all team members access the same version of project documents. 4. **Collaboration Tools**: If using a wiki tool, create a central project page with key details like project overview, Gantt chart, team members, and links to important documents. Keep this information updated throughout the project lifecycle. - [CUSTOMER RELATIONS MANAGEMENT (CRM):] - CRM is a strategy that helps companies manage and analyze interactions with past, current, and potential customers. - Strategic CRM focuses on developing a [customer-centric business] culture. - The main goal of CRM systems is to [integrate and automate sales, marketing, and customer support functions.] - [PAPERLESS PROJECT MANAGEMENT:] - Refers to office environments where all documentation, record-keeping, and filing are fully digital. - In a paperless office, computer systems are used to create, store, retrieve, and dispose of documents and records. - [PROJECT MANAGEMENT MATURITY AND METRICS (PMM):] - PMM evaluates how effectively an organization uses project management practices. - Higher levels of PMM require more refined and standardized processes, improving the likelihood of completing projects on time, within budget, and with the desired quality. - [PROJECT MANAGEMENT BENCHMARKING AND METRICS:] - Benchmarking tracks and compares quantitative data such as cost, delivery speed, quality, customer satisfaction, and other metrics. - It helps assess the strengths and weaknesses of project management processes and identify areas for improvement. **LESSON 2 - DRIVING FORCES FOR BETTER METRICS** - [FIVE DRIVING FORCES FOR BETTER METRICS IN PROJECT MANAGEMENT:] 1. **Proving Value**: Use relevant metrics to demonstrate the project management team\'s contribution to organizational objectives. 2. **Improving Performance**: Leverage metrics to identify areas for improvement and adjust strategies to enhance project performance. 3. **Aligning with Purpose and Critical Success Factors**: Tailor metrics to align with the project\'s specific goals and success factors. 4. **Stakeholder Expectations**: Adopt metrics that meet stakeholders\' expectations, even if they aren\'t directly related to the project\'s success. 5. **Avoiding Complacency**: Recognize the need for better metrics when project performance declines or external factors change. - [PROJECT PLAYERS:] 1. **Monitoring Agency**: Reviews proposals, provides technical assistance, and coordinates between agencies, ensuring project implementation aligns with the approved plan. 2. **Funding Agency**: The grant-giving entity providing funds and technical/material support for the project. 3. **Implementing Agency**: Responsible for the execution and generation of the project's output. 4. **Cooperating Agency**: Contributes to the project's success, often involved in technology adoption and commercialization. ***Reminders:*** - Projects are temporary, so project managers must manage stakeholders, lead teams through the project phases, and disband the team once the project is complete. - Stakeholders are transient and change as the project progresses through different phases, with the group disbanding once the project concludes. - [6 KEY ELEMENTS IN AN EFFECTIVE STAKEHOLDER MANAGEMENT PLAN:] 1. **Stakeholder Identification**: Identify internal and external stakeholders affected by or interested in the project. Gather details on their influence, expectations, impact, and readiness for change. 2. **Stakeholder Analysis**: Analyze stakeholder interests, influence, and relationships. Group stakeholders by shared characteristics or impact and map interdependencies. 3. **Stakeholder Engagement Strategy**: Define the level and method of engagement for each group. Develop strategies to manage expectations, gain support, and address resistance, highlighting key milestones for engagement. 4. **Stakeholder Communication Plan**: Set clear communication channels, protocols, and responsibilities. Define the frequency, content, and format of communications. 5. **Stakeholder Relationship Management**: Monitor and adjust stakeholder relationships. Identify potential issues, risks, and opportunities, and develop strategies to address concerns and maintain positive relations. 6. **Stakeholder Plan Updates**: Regularly review and update the plan as the project progresses, incorporating feedback and lessons learned to improve stakeholder management. - [THREE PARTS OF PROJECT QUALITY ASSURANCE:] 1. **Project Quality Assurance (QA)**: The process of auditing and analyzing systems that produce a product to improve their quality. This focuses on ensuring processes are followed to meet quality standards. 2. **Plan Quality Management Process**: The process of planning the quality aspects of a project, including defining quality standards and the methods for achieving them. 3. **Quality Control (QC)**: Direct measurement and inspection of deliverables to ensure they meet the quality standards, leading to acceptance or rejection of the product. ***Reminder**:* - The goal is to meet the quality standards outlined in the project plan, not necessarily to produce the highest quality deliverables. - Quality Assurance (QA) focuses on improving processes, while Quality Control (QC) measures the end product. - [IN THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK), QUALITY ASSURANCE IS PART OF THE EXECUTING PROCESS GROUP AND IS PERFORMED THROUGHOUT THE DURATION OF THE PROJECT.] a. b. **Inputs:** 1\. Quality management plan 2\. Process improvement plan 3\. Quality metrics 4\. Quality control measurements 5\. Project documents c. **Tools & Techniques:** 1\. Quality management and control tools 2\. Quality audits 3\. Process analysis d. **Outputs:** 1\. Change requests 2\. Project management plan updates 3\. Project documents updates 4\. Organizational process assets updates **Roles of the Funding Agency (PCIEERD):** - Oversees the implementation of all approved programs/projects under the PCIEERD's GIA (Grant-In-Aid) Programs. - Ensures adherence to the conditions and policies governing project implementation. - [ROLES OF THE MONITORING AGENCY:] - Ensures efficient, timely, and smooth implementation of the project. - Monitors the attainment of the project's set objectives and targets. - Conducts periodic field evaluations to assess progress. - Reviews and adjusts budget requirements as necessary. - Evaluates the activities conducted, equipment purchased, and other aspects of project delivery. - Reviews reports submitted by the implementing agency. - Ensures appropriate protection of intellectual property (IP). - Ensures the delivery of the 6Ps (the specific criteria or standards that must be met within the project). - [ROLES OF THE IMPLEMENTING AGENCY:] 1. Has primary responsibility for executing the project and ensuring its success. 2. Communicates with the funding/monitoring agency if there are significant concerns or issues during the project implementation. 3. The agency head is responsible for ensuring that the project leader submits all required reports and documents on time. - [ROLES WITHIN THE IMPLEMENTING AGENCY:] a. **Program/Project Leader**: - Provides technical leadership and is directly responsible for implementing the program/project. - The program leader can manage a maximum of 2 programs simultaneously, while the project leader can manage up to 3 projects at a time. b. **Project Staff**: - Responsible for the day-to-day implementation of the S&T project. - The project staff is limited to working on a maximum of 2 projects simultaneously. - [QUALITY ASSURANCE VS. QUALITY CONTROL:] - [QUALITY ASSURANCE AUDITS INVOLVE:] 1. **Analyzing quality control data** to identify quality issues and revise minimum quality standards if needed. 2. **Identifying process improvements** to enhance overall quality. 3. **Performing root cause analysis** to uncover the underlying causes of quality problems and guide necessary improvements. - [CONTINUOUS IMPROVEMENT ] - aims for ongoing enhancement rather than one-time fixes. It involves a system, like **Kaizen**, which focuses on continually refining processes. Key to this effort are **Seven Primary Tools** that aid in identifying, analyzing, and solving problems to drive improvement: - [SEVEN PRIMARY TOOLS FOR CONTINUOUS IMPROVEMENT:] 1. **Affinity Diagrams**: - Used to reduce group bias during brainstorming sessions. The group collaboratively develops ideas instead of relying on a single facilitator. 2. **Process Decision Program Charts (PDPC)**: - A structured method for identifying potential risks and creating response plans. It helps define tasks, risks, and corresponding contingencies, ensuring readiness for challenges. 3. **Interrelationship Diagrams**: - Helps identify cause-and-effect relationships between factors in complex situations. It's useful for determining primary causes when multiple interconnected factors exist. 4. **Tree Diagrams**: - Visual tools for understanding parent-child relationships between tasks or processes, helping to pinpoint primary causes of defects or issues in production. 5. **Prioritization Matrices**: - Used to rank issues based on specific criteria (e.g., frequency, feasibility, customer benefit) to determine the best course of action when multiple issues arise. 6. **Network Diagrams**: - Useful for understanding the interconnections between processes, helping to identify areas for improvement and assess how changes will impact existing workflows. 7. **Matrix Diagrams**: - A tool to visualize and analyze relationships between multiple variables. They can be 2D or 3D and are used for applications like SWOT analysis, resource allocation, and strategic planning, aiding in decision-making. **LESSON 3- PROJECT MANAGEMENT MATURITY AND METRICS** - [OVERVIEW:] - [PROJECT MANAGEMENT METRICS ARE KEY TO:] - [PROJECT MANAGEMENT HELP US TO:] - Measure and understand the maturity of the organization - Manage projects and resources more effectively - Demonstrate year-over-year improvement in performance - [ALL PROJECT MANAGEMENT METRICS SHOULD BE:] - Simple and make sense for the organization - Measurable with clarity, fairness to all, and without ambiguity - Supported by and traceable to real data - [CHALLENGES] - As the compliance improves, initially the figures may go down (i.e., metrics may not show improvement) - If the metrics definition or measurement process is changed, previous years' figures would have to be recalculated - If the base data changes, the metrics change and have to be recalculated - People may not pay much attention to metrics unless it impacts them individually - If the base data changes, the metrics change and must be recalculated - People may not pay much attention to metrics unless it impacts them individually (e.g., when personnel review was tied to the metrics, the compliance improved significantly) - If the trend does not look good, the metrics process is suspected (have data to explain metrics and trends clearly) - Project managers (PMs) resist setting baselines, or, set baseline as late as possible in the project so they are not missed - When multiple deliverables are involved, people don\'t want to set baseline until all requirements are defined - Certain projects pose unique challenges such as: requirements/analysis projects, as-time permits, and internal maintenance projects - [KEY REQUIREMENTS AND GUIDELINES:] 1. **Repeatable and Sustainable**: - **Repeatable**: Decisions, processes, and strategies should be replicable with consistency and accuracy in similar situations. - **Sustainable**: A balanced approach that considers environmental, social, and economic factors to meet current stakeholder needs while preserving resources for future generations. 2. **Monitoring Compliance**: - Critical to ensure projects adhere to established rules, procedures, and standards, maintaining strict control over project implementation. 3. **Collection of Data**: - Systematic gathering of relevant information to support decision-making, test hypotheses, evaluate outcomes, and monitor progress. Essential for risk analysis and project monitoring. 4. **Performance Baseline**: - A reference point in project management that defines the key parameters (scope, cost, schedule, performance) for tracking and assessing project success. 5. **Timely and Clear Communication**: - Ensures the swift exchange of information for effective decision-making and problem-solving. It involves both transmitting and actively listening to information to ensure understanding. - [CHALLENGES ] 1. **Setting Clear Goals and Objectives**: - 1. - 2. - 3. - 4. - 5. - 6. - 7. - 8. - 9. - 11. - 12. - 13. - 14. - 15. - - [PLANNING THE METRICS PROGRAM : ] - One of the dangers is that there are potentially so many things to measure that one can become overwhelmed by opportunities. - It is important to plan a metrics program by identifying project and process management issues, selecting and defining the corresponding metrics, and integrating them into existing processes. 1\. Identify Project Management Goals 2\. Choose Relevant Metrics 3\. Track Ongoing Project Performance 4\. Implement Corrective Measures 5\. Utilize Project Metrics Dashboard 6\. Analyze Project Closure 7\. Understand Project Success Metrics - [SAMPLE METRICS:] 1. **Performance Metrics**: - - 2. **Stability Metrics**: - - 3. **Compliance Metrics**: - - 4. **Capability Metrics**: - - 5. **Improvement Metrics**: - - 6. **Implementing the Metrics Program**: - Measurements must be well defined, and all involved must accept and support guidelines for their use. - Project managers needed to be involved and supportive of the program for success. - Emphasis to use metrics for results and further project management improvements. - [THREE (3) CRITERIA: ] **LESSON 4- KEY PERFORMANCE INDICATOR (KPI) IN PROJECT MANAGEMENT** - KPI is a value used to [monitor and measure] effectiveness. - most industries have their own KPI as well. - KPIs are intrinsically [linked] to a firm\'s strategic goals. - Managers use the indicators to [assess] whether they\'re on target as they work toward those goals - [(18) KEY PERFORMANCE INDICATORS (KPI) IN PROJECT MANAGEMENT] - Key performance indicators (KPIs) in project management are quantifiable metrics used to evaluate the success and progress of a project. - Effective KPIs should be agreed upon early, relevant, quantifiable, regularly measured, aligned with objectives, and tailored to the organization and project. - [FINANCIAL METRICS IN PROJECT MANAGEMENT:] 1. **Profit**: a. Gross profit margin reflects profit after project expenses; net profit margin accounts for additional costs. b. A healthy profit margin in service firms is usually 25-40%. c. Profitability analysis helps assess project health and informs decision-making. 2. **Cost**: d. Involves evaluating direct, indirect, and future costs of a project. e. Cost-benefit analysis (CBA) compares costs and benefits to assess financial feasibility and ROI. 3. **LOB Revenue vs. Target**: f. Compares actual project revenue to target revenue. g. Helps identify underperforming or exceeding projects, aiding in resource allocation and cost management. 4. **Cost of Goods Sold (COGS)**: h. Direct costs of producing goods/services for a project. i. Important for measuring profitability and understanding project financial performance. 5. **Day Sales Outstanding (DSO)**: j. Measures the average number of days to collect payments from clients. k. A lower DSO indicates better collection efficiency. 6. **Sales by Region**: l. Analyzes regional sales performance to identify high/low performers and optimize strategies. m. Helps in resource allocation and targeting regional needs. 7. **LOB Expenses vs. Budget**: n. Compares actual expenses to the forecasted budget. o. Helps manage project costs, improve future budgets, and ensure financial control. - [CUSTOMER METRICS IN PROJECT MANAGEMENT:] 1. **Customer Lifetime Value (CLV)**: - Measures the value a company gains from a long-term customer relationship. - Helps identify the best customer acquisition channels for maximizing value. 2. **Customer Acquisition Cost (CAC)**: - Measures the total cost of acquiring a new customer. - Used to evaluate the efficiency of customer acquisition strategies by dividing total sales/marketing costs by the number of new customers. 3. **Customer Satisfaction & Retention**: - Focuses on maintaining happy customers to encourage repeat business. - Measured through satisfaction scores and repeat purchase percentages. 4. **Net Promoter Score (NPS)**: - Indicates long-term company growth by asking customers how likely they are to recommend the company to others. - Used to establish growth benchmarks and improve customer relationships. 5. **Customer Support Tickets**: - Tracks the number of new and resolved support tickets, as well as the resolution time. - Important for managing customer service issues, prioritizing tasks, and improving customer satisfaction. 6. **Percentage of Product Defects**: - Measures the percentage of defective products by dividing defective units by total units produced. - Aiming for a low defect percentage indicates better product quality. - [PROCESS METRICS IN PROJECT MANAGEMENT:] 1. **Customer Support Tickets** - Analysis of the number of new tickets, the number of resolved tickets, and resolution time will help you create the best customer service department in your industry. - Customer Support Tickets play a crucial role in project management, especially in the context of customer service and issue resolution. - In project management, leveraging Customer Support Tickets allows project teams to effectively manage customer inquiries, track issue resolution, prioritize tasks, and ultimately enhance customer satisfaction and project success. 2. **Percentage Of Product Defects** - Take the number of defective units and divide it by the total number of units produced in the time frame you're examining. - This will give you the percentage of defective products. - Clearly, the lower you can get this number, the better. 3. **LOB Efficiency Measure** - Line of Business (LOB) Efficiency can be measured differently in every industry. Let's use the manufacturing industry as an example. - You can measure your organization's efficiency by analyzing how many units you have produced every hour, and what percentage of time your plant was up and running. - [PEOPLE METRICS IN PROJECT MANAGEMENT:] 1. **Employee Turnover Rate (ETR)**: - Measures employee departure by dividing the number of employees who leave by the average number of employees. - High turnover rates often point to issues with workplace culture, compensation, or environment. 2. **Percentage of Response to Open Positions**: - Tracks the number of applicants for a job opening relative to the number of open positions. - Helps assess the demand and popularity of project management roles. 3. **Employee Satisfaction**: - Directly impacts productivity and project success. - Measured through surveys to assess the work environment, career opportunities, and overall happiness of employees.