Way to Project Management

21 Ways to Excel at Project Management

Definition: "Project Management is the dynamic process that utilizes the appropriate resources of the organization in a controlled and structured manner, to achieve some clearly defined objectives identified as strategic needs. It is always conducted within a defined set of constraints." ¹
Learn more with this book, written in a question and answer style, containing 21 pieces of valuable advice for making your projects a success.

Project management in the modern sense began in the 1950s, although it has its roots much further back in the latter years of the 19th century. The need for project management was driven by businesses that realized the benefits of organizing work around projects, and the critical need to communicate and coordinate work across departments and professions.
One of the forefathers of project management is still a familiar name today, Henry Gantt (1861-1919) creator of the Gantt chart. Still in use, one hundred-years from their birth, Gantt charts are one of the project managers' most valuable tools. In the mid-20th century PERT charts emerged, complex network diagrams that show the critical path of a project. These tools and techniques spread quickly as businesses looked for new ways to manage large and complex activities, evolving into project management as we know it today.
It is now sixty years since the birth of project management and much of the early work has been collected and put together into formal methodologies. Although many different methodologies exist, they all work with the same basic principles and good practice. So now you may expect we are expert when it comes to running projects, but sixty years on and project failures are still with us, and according to some observers rising in number.
Siemens made headlines in the UK when Government systems for new passports were hit by terrible delays. ICL also failed with its system to automate benefit payments; the project was axed with £460m of taxpayers' money wasted. In 1992, the London Ambulance Service launched a new computer system that slowed its response times to emergency calls. More recently the £21bn Eurofighter project has experienced problems caused by 'delays in bringing the detailed design to full maturity in some areas', which prevented flight-tests from starting on time.
"Projects go wrong for the same reasons all the time. There are no new sins. We can look at a project in its first two months and know if it will be a success or not. Many organizations are failing to heed painful lessons learned from past projects." ² The biggest sin in project management is not learning the lessons of past projects. When we learn to do this then we will reduce the number of project failures.
What follows is a practical guide to managing projects, which will help steer you to a successful result.

The Stages of a Project:

Projects are divided into six stages:

1. Definition.
2. Initiation.
3. Planning.
4. Execution.
5. Monitoring & Control.
6. Closure.

Each project stage is characterized by a distinct set of activities that take the project from its first idea to its conclusion. Each stage is of equal importance and contributes to the overall success of the project.

1. Definition

Before a project starts the project manager must make sure the project goals, objectives, scope, risks, issues, budget, timescale and approach have been defined. This must be communicated to all the stakeholders to get their agreement. Any differences of opinion need to be resolved before work starts.

2. Initiation

This is perhaps the most important stage of any project as it sets the terms of reference within which the project will be run. If this is not done well, the project will have a high likelihood of failure. The initiation stage is where the business case is declared, scope of the project decided and stakeholder expectations set. Time spent on planning, refining the business case and communicating the expected benefits will help increase the likelihood of success. It is tempting to start working quickly, but a poor initiation stage often leads to problems and even failure.

3. Planning

The key to a successful project is in the planning. Creating a project plan is the first task you should do when undertaking any project. Often project planning is ignored in favor of getting on with the work. However, many people fail to realize the value of a project plan in saving time, money and many other problems.

4. Execution

Doing the work to deliver the product, service or wanted result. Most of the work related to the project is realized at this stage and needs complete attention from the project manager.

5. Monitoring & Control

Once the project is running it is important the project manager keeps control. This is achieved by regular reporting of issues, risks, progress and the constant checking of the business case to ensure that expected benefits will be delivered and are still valid. A project that is not controlled is out of control.

6. Closure

Often neglected, it is important to ensure a project is closed properly. Many projects never end because there is no formal sign-off. It is important to get the customers agreement that a project has ended and no more work will be carried out. Once closed, the project manager should review the project and record the good and bad points, so successes can be repeated and failures avoided. A project that is not closed will continue to consume resources.

Sponsorship and Leadership:

A Steering Committee must be set up and become operational from the beginning of the project. The Steering Committee is responsible for taking all key decisions about the project and should be comprised of senior managers from the business.
The chair of the Steering Committee has ultimate responsibility for the project. The Project Manager leads the project on a daily basis and is fully accountable for delivering the project described in the Project Definition document.
In his article Six Ways to Give Proper Project Leadership Dr. Keith Mathis offers this advice:

• Create an atmosphere of trust.
• Build the right team.
• Spell everything out for your team up-front.
• Monitor and give feedback.
• Keep communication open.
• Keep the end goal clearly in mind.

"The project sponsor is perhaps the second most influential person on the project, after the project manager and in some cases may even wield more influence on project results." - Dave Nielsen

Common Mistakes

• Wasting time and money on projects that do not have sufficient sponsorship, commitment or leadership to succeed.
• Hoping that people who do not commit early on will find time later.
• Not involving the sponsor enough with setting direction and keeping the project on track.

Notes: Before you start your project, find a committed project sponsor who has enough clout in your organization. Your project sponsor will prove invaluable in helping you overcome organizational roadblocks as they arise.
Put simply, a project without a senior business sponsor will fail.

Defining the Business Objectives and Benefits

1. Clearly defines the objectives and scope of the project.
2. Provides management and team members with a common view and clear understanding.
3. Provides a good starting point for the subsequent definition of more detailed documents, for example the Project Plan, Project Budget and Functional Requirements Specification.

"The single best payoff in terms of project success comes from having good project definition early." - RAND Corporation.

Common Mistakes

• Start focusing on solutions, how to achieve something, before gaining a clear understanding of the business objectives that you want to achieve and identifying the business sponsors needed to help achieve these objectives.
• Not returning to the Benefits Statement during the project to make sure they are still valid and achievable.

Notes

• "The number of projects that set out confidently with little or no idea of what they are supposed to achieve is truly astounding."
• "Some projects start out with a clear idea, but lose track of it by the time they're 20% into the project."
• "Many proud, objective-orientated managers have a list of goals that are, on closer inspection, technology driven, and not business driven. They are headed for a 'successful' project whose results will never be used."
• "Keep in mind that the aim of a project is 'results delivery' not, as is often the case, 'construction activity'. This means thinking about the products the project is in business to deliver."

Planning the Project

1. Translates the high-level business objectives into a detailed 'road-map' of concrete deliverables.
2. Provides a detailed list of resource requirements.
3. Provides a realistic assessment of project timescales.
4. Allows estimated project costs to be further validated.
5. Allows for issues to be identified early on, for example tasks taking longer than expected, slippage in target dates and team members not being productive.

Base the plan on known metrics, how long did a previous similar project take?

Involve all team members, not just senior management. Develop the plan in iterations over several weeks, by consulting team members and drawing on their experience.

Common Mistakes

• Having no project plan.
• Having a wrong project plan. Do not be swayed by a sexy looking project plan that has been produced to give the Steering Committee a warm, comfortable feeling, but which is not based on reality. A wrong project plan is worse than having no project plan at all.
• As with all methodologies, a healthy dose of common sense and pragmatism is required. Do not be too religious, for example a 5-day project does not need a detailed project plan.
• Do not lose sight of what the project is trying to achieve. Traditional project management techniques can encourage over planning and an excessive focus on micro level tasks at the expense of the overall objective.
• Disbelieving evidence from past projects and insisting the current project can be done faster with fewer people.
• Do not lose sight of what the project is trying to achieve. Traditional project management techniques can encourage over planning and an excessive focus on micro level tasks at the expense of the overall objective.
• Disbelieving evidence from past projects and insisting the current project can be done faster with fewer people.
• Committing to or baselining project plans too early.

Notes: Trying to manage a large and complex project without a project plan is like trying to cross an unknown continent without a map, you are running blind. The key thing to get right is the balance between planning and action. Take the example of driving from London to Paris: too much planning and other cars will be halfway there before you leave; too little and you will turn up at the Eurotunnel terminal without passports.

"A good plan, violently executed now, is better than a perfect plan next week." General George S. Patton, JR.

Warning Sign! When successive project milestones are missed this is a sure sign of a project that is failing.

Ensuring the Project is a Manageable Size

Each project plan should itself be subdivided into a number of key milestones. This helps to provide continual delivery and to ensure that actual progress is measured regularly. For example, a recent large project involved two separate project plans for different stages of the project, development and implementation. Each plan consisted of around 300+ separate tasks and around 30 key milestones.

In his article 7 Steps to Project Success, Peter Draper suggests it is necessary to break up projects into smaller, independent subprojects that are more easily manageable. These subprojects must be:

• Small, that is, less than $1m.
• Fast, that is, takes less than 6 months.
• Compact, that is, fewer than 6 people on the team.
• Focused on key benefits and not just deliverables.

Common Mistakes

• Going for a 'big bang' implementation.
• Not being prepared to take the extra cost of splitting a project up into separate stages.
• Underestimating the overall complexity and the interactions between all the separate components.

Defining the Budget

A few basic rules will help ensure that an accurate and realistic budget is produced:

• Assume that resources will only be productive for 80% of their time.
• Resources working on multiple projects take longer to complete tasks because of time lost switching between them.
• People are generally optimistic and often underestimate how long tasks will take.
• Make use of other people's experiences and your own when creating your budget.
• Get an expert view.
• Include management time in any estimate.
• Always build in contingency for problem solving, meetings and other unexpected events.
• Cost each task in a Work Breakdown Structure to arrive at a total, rather than trying to cost the project as a whole.
• Agree a tolerance with your customer for extra work that is not yet defined.
• Communicate any assumptions, exclusions or constraints you have to your customer.
• Provide regular budget statements to your customer, copying your team, so they are always aware of the current position.

Common Mistakes

• Lack of budget ownership.
• Providing funds on an ad-hoc basis.
• Major costs not clearly identified early on; this can result in the project being cancelled later because of lack of funds.
• No control or monitoring of actual spend against planned spend.

Managing the Risks

• Identify the project objectives.
• Prioritise the objectives.
• Identify the key risks to missing those objectives.
• Take preventive action.
• Track and update risks regularly once a week or month using a risk log.

There are four risk management techniques your may employ to manage the risks to your project:

Avoidance: Use an alternate approach that does not have the risk. This is not always possible. There are programmes that deliberately involve high risks in the expectation of high gains. However, this is the most effective risk management technique if it can be applied.

Control: Controlling risks involves developing a risk reduction plan and then tracking to the plan. The key aspect is the planning by experienced people. The plan itself may involve parallel development programmes.

Assumption: Simply accepting the risk and continuing. However, there can be a tendency within organisations gradually to let the assumption of a risk take on the aura of a controlled risk.

Risk Transfer: Means causing another party to accept the risk, typically by contract or by hedging. Liability among construction or other contractors is often transferred this way.

"Never expect initial risk management plans to be perfect. Practice, experience, and actual loss results will dictate changes in the plan to allow different decisions to be made in dealing with the risks being faced. In order for companies to succeed in the twenty-first century, they need to excel in all aspects of their business, which includes risk management, so they can fulfill their own and their customer's goals." ¹

Common Mistakes

• Reluctance to focus on risks.
• The Steering Committee not wanting to be presented with 'threatening statements about project failure' and only wanting to hear good news.
• Waiting too long and taking a reactive approach to risks.

Notes: "To run away from risks is to miss the whole point. To ensure project success, you need to take the right risks and you need to be aware that, that is what you are doing."

Getting the Right Project Manager

In theory all business projects should be led by the business. In practice, many business functions do not have the required project management skills, experience or disciplined approach. A good working compromise is to appoint two people to work together in a partnership, a Project Manager and a User Representative. The comprehensive nature of these two roles should not be underestimated.

In her article The Top Five Project Management Traits to Master 'the How' Joli Mosier lists the top five traits you need to master the 'how' of project management as:

1. A collaborative management style.
2. Adaptability.
3. Figure-it-out resourcefulness.
4. Highly developed communication skills.
5. Flexibility.

In his popular article Top 10 Qualities of a Project Manager, Timothy R. Barry identifies the qualities most important for a project manager:

1. Inspires a shared vision.
2. Good communicator.
3. Integrity.
4. Enthusiasm.
5. Empathy.
6. Competence.
7. Ability to delegate tasks.
8. Cool under pressure.
9. Team building skills.
10. Problem solving skills.

Common Mistakes

• No project manager appointed.
• Project manager appointed with no prior experience.
• Mistaking enthusiasm or seniority for experience.
• User project manager appointed to lead a large project as well as his or her existing responsibilities.
• More than one project manager appointed.
• The project manager not being fully responsible and accountable for the project.

Getting Customer Representation

It is important to keep the whole process user driven, and ultimate ownership of the project must rest with the business. You must ensure you have enough user resource to drive the project forward. If this is not available, you should stop the project. Follow a 'no surprise' approach with the user group. This requires regular communication and 'telling it like it is'.

Common Mistakes

• Insufficient resources made available.
• User representative made available part-time.
• Underestimating the amount of user input needed during ALL stages of the project.
• Business input does not end with a User Requirements Specification.

Notes: As the project moves into the design, development and user pilot stages, considerable and continuing business input is needed to define requirements at a much lower level of detail and to answer the many questions that arise.

Warning Sign! When users are not a willing part of the project team.

Defining Roles and Responsibilities

The following structure works well on large projects:

Business Sponsor

• Overall sponsor of project; receives regular updates.

Steering Committee

• Senior managers from business.
• Responsible for all key project decisions.
• Meets every 4-6 weeks.

Project Team

• Led by the Project Manager, who reports to the Steering Committee.
• Must include a User Representative.
• Must include technical expertise.

User Group

• Led by the User Representative.

The roles and responsibilities for managing the project must be fully documented and adapted to suit the size and complexity of the project and the skills of the organisation.

Common Mistakes

• No clear ownership for the project.
• Lack of leadership and commitment from the Steering Committee.
• Roles and responsibilities not clearly defined.
• Disconnection between the Project Team and Steering Committee, for example discussions not open and honest.

Notes: Comment from a project team member "...I was never quite sure what I was supposed to be doing..."

One of the many roles of the Project Manager is to actively 'drive' the Steering Committee ensuring that regular meetings take place, providing clear agendas, ensuring that key decisions are made and actions are followed up.

Warning Sign! The sponsor fails to attend scheduled project review meetings.

Getting the Right Resources

Dedicated resource provides time to think it through. Two or more people equal different experiences, networks and a healthy debate.

Getting good people appointed as dedicated resources for projects early on is a tough challenge and some compromise is often necessary. For example, a recent global project agreed, at a high-level, to provide people in each area affected on six-month full-time secondments. In reality only a small minority of areas provided dedicated resources; most people were made available part-time; this resulted in overall timescales being exceeded by six months. Often culture and working practice is heavily orientated to 'business functions' and this is not always conducive to project based work and team working.

"The challenge for the project manager consists of attracting the right resources, forming a cohesive team, keeping the team motivated, meeting individual aspirations and getting the work done - all within scope, cost, time, and customer satisfaction!" ¹

Common Mistakes

• Not enough experienced committed resource from the business.
• Appointed resource overcommitted and unable to devote enough time to the project.

Warning Sign! Resource requirements exceed resource availability.

Monitoring and Reporting Progress

"...many people use what is called Rolling Wave Planning. This is when you plan down to the level of detail currently known and go back to plan deeper once more information is acquired. Usually rolling wave planning needs to stay at least 2 to 3 months ahead of the actual work being done, but of course this varies slightly by industry." ¹

If you create plans at the beginning of a project, put them in a draw and forget them, why bother creating them in the first place?

"In poorly run projects, problems can go undetected until the project fails. It's like the drip...drip...drip of a leaky underground pipe. Money is being lost, but you don't see it until there is an explosion." - Joy Gumz

Common Mistakes

• Project plans never updated beyond the first draft.
• Using non-binary milestones.
• Low-level tasks are not complete until they are complete; they should be measured as either 0% or 100% complete.
• Ignoring warning signs and pressing on in the hope everything will turn out alright in the end.

Warning Signs!

• The number of open issues continues to rise.
• Contingency plans are used faster than the rate of progress on the project.

Communicating Progress

The following format is recommended on a maximum of 2 pages:

1. Report Date
2. Project Status
3. Project Summary
4. Key Issues
5. Identified Risks
6. Tasks and Next Steps
7. Decisions Needed
8. Key Future Dates and Milestones
9. Budgeted Cost
10. Spend to Date

This ensures that people are kept informed, involved and committed. Regular communication is essential to the well-being of any project.

Regular progress reporting creates a valuable written record of the projects life. This can be used later to look back and decide how to improve the running of future projects.

Metrics can also be developed to measure project progress in other ways, such as earned value, or activity float statistics.

Common Mistakes

• Poor communication channels.
• Lack of honest communication.
• Not asking for help when it's needed.

Warning Sign! Unwillingness to communicate bad news.

Consultation and Leadership

Engage in lots of consultation, but do not have too much democracy. If you want to achieve a real business result in a realistic time frame, a small team operating on Stalinist principles is more likely to succeed than large committees acting as talking shops. This is important for regional, cross regional and global projects.

Common Mistakes

• Making a decision and then starting a debate.
• Not getting a real agreement, and then having to revisit the issue.
• Failing to remain goal focussed.

Notes: "The Romans did not build an empire by having meetings. They did it by killing all those who opposed them."

Getting Realistic User Requirements

It is important to match the user requirements specification against the available technology and solutions that can be implemented in a timely, robust and practical manner. This may result in an agreement that some of the requirements, say 20% will not be delivered. Such a compromise will ensure the remaining 80% can be delivered quickly. This is commonly known as the 80/20 rule or Pareto Principle. This compromise is important for global projects with a large user base. On such projects the speed and ease of implementation is an important consideration in the overall solution.

To be successful at requirements gathering and to give your project an increased likelihood of success, follow these rules:

1. Don't assume you know what the customer wants, ask.
2. Involve the users from the start.
3. Define and agree the scope of the project.
4. Ensure requirements are specific, realistic and measurable.
5. Get clarity if there is any doubt.
6. Create a clear, concise and thorough requirements document and share it with the customer.
7. Confirm your understanding of the requirements with the customer by playing them back.
8. Avoid talking technology or solutions until the requirements are fully understood.
9. Get the requirements agreed with the stakeholders before the project starts.
10. Create a prototype if necessary to confirm or refine the customers' requirements.
11. Use a recognised notation, such as UML, for modeling the software.
12. Cross-check the software design against the requirements and review regularly.

Common Mistakes

• Basing a solution on complex or new technology and then discovering that it cannot easily be rolled out to the 'real world'.
• Not prioritising the User Requirements, for example 'must have', 'should have', 'could have' and 'would have', known as the MoSCoW principle.
• Not enough consultation with real users and practitioners.
• Solving the 'problem' before you know what it is.
• Lacking a clear understanding and making assumptions rather than asking.

Defining Your Approach

"Prototyping involves feedback from customers to developers on a trial based product. Each time a new prototype is released, it is usually an enhancement of a previous one. The evolutionary prototype often becomes the final product. Prototyping was first recognised as a software development approach when developers found that they couldn't figure out all the requirements, until work had started on the project." ¹

Basing the development on a series of prototypes will create a perception of early delivery to the users and a feeling of involvement in and commitment to the development process.

You should involve a large population of users in prototype reviews as early as possible. This ensures that a large percentage of users will already have seen the system through demonstrations and training sessions before the 'go-live' date. This provides a high-level of confidence the system meets user needs and it highlights early on, any problem areas needing more attention.

Skipping this step and going straight to build may result in costly rework.

Common Mistakes

• Basing user requirements on large documents only.
• Not using an iterative prototyping approach.
• Not involving enough 'real' users.

Conducting Structured Testing

A structured test plan should be developed and then performed by people independent of the development team. Besides testing the deliverables, you should also test the overall infrastructure over which the deliverables will run. The major components in the architecture should be tested before building the final deliverables.

The test development lifecycle contains the following elements:

1. Test plan.
2. Test specification.
3. Code tests.
4. Validate test.
5. Run tests.

Test documentation is a needed tool for managing and maintaining the testing process. Documents produced by testers should answer the following questions:

• What to test?
• How to test?
• What are the results?

"When end users get involved in the final stages of testing, light bulbs go on, and they often have an 'aha' moment. Unfortunately, that is often too late." - Frank R. Parth

Common Mistakes

• No test plans and therefore no testing.
• Testing conducted in an ad-hoc manner by the development team.
• Waiting until the deliverable is deployed before testing.
• Using test time as contingency.

Warning Sign! Documentation or testing stages are cut to make up time

Creating an Implementation Plan

1. The implementation should be carried out by the people who will live and work with the new system; they will have a strong vested interest in getting it right.
2. Conduct a 'company survey' for each site, to meet the senior management, gain their support, and fully understand the local working practices. This will help to ensure the new process is fitted in seamlessly with the existing processes and that any nasty surprises are discovered early on.
3. An implementation 'event' for each site should include a presentation by the Chairmen to the rest of the company to show strong support from the top of the organisation.
4. Comprehensive training for all users with different sessions if the process involves different types of user, for example gatekeepers, project leaders and team members. You can never have enough training. It is better to split training into several short sessions, for example basic training, with two follow-up sessions at monthly intervals.
5. For a multiple site implementation, use the idea of a 'showcase' company where the conditions, for example user buy-in, expertise and motivation are good. A successful implementation in the showcase company will then prove the system and process and act as a centre of expertise for the remaining sites.
6. For a multiple company implementation, consider running several workshops for the implementation staff, to allow them to learn from one another. A little competition between different companies also helps to spur on the implementation. This approach helps ensure that real problems are resolved fast and that other team members quickly remove 'false' problems. Consider special awards for implementation success. For example, an 'Accreditation Certificate' when a company has successfully implemented the system and met some key (but simple) criteria in the business process. The certificates should be signed by the President or Chairman and presented to the local implementation team.
7. Consider special measures to track implementation progress, for example Gold, Grey and Blacklists. People don't like to be singled out as poor performers. For this approach to work you must select a few simple key measures that cannot be challenged; be scrupulously fair, objective and reject all bribes.

Common Mistakes

• Failure to involve end users.
• Inadequate training.

Conducting a Post Implementation Review

Organisations are beginning to recognise the growing importance of knowledge management as a key to competitive advantage. We must therefore become much better at capturing our learning and making this information available to the rest of the organisation. This will increasingly become the duty of every manager.

As project manager, you are in a unique position to help your customer gain the benefits, detailed in the business case. It can be an additional phase once you have closed the project or run as part of the project itself. It may not follow on directly from the project end, and start after a short period of time, but before the post implementation review, which typically takes place 3 to 6 months after the project has been completed.

Opinion seems divided as to whether active benefits realisation is the domain of the project manager, but one thing is certain, many projects declared a success never deliver the desired benefit or result.

At the conclusion of your projects hold formal debrief sessions including a post implementation 'Lessons Learned' review with the team.

Common Mistakes

• Forgetting what has been done and discarding any useful experience that has been gained on a difficult project.
• Being so relieved to finish that we simply move on without reviewing the project's result.
• Disbanding the team too fast before the learning has been captured.

Realizing the Benefits

On a recent large project, after the usual development and implementation stages, the project team was retained for a third stage called 'benefits realisation'. This was to ensure the roots of the new business process and supporting IT system would grow deep and deliver real business value. A project should only be considered completed when the benefits have been delivered to the business and not when the project has just been delivered. This will ensure that implementation problems are resolved.

To gain benefits you must have change. In their book "The Information Paradox," John Thorp and DMR's Centre for Strategic Leadership say that, "It is a central tenet of the Benefits Realisation Approach that benefits come only with change and, equally, change must be sustained by benefits." "People must change how they think, manage and act in order to implement the Benefits Realisation Approach."

Changing the way people think, work and manage is no easy task, but without it your project is in danger of joining a long list of successful project deliveries that never realised their envisaged benefit or result.

Common Mistakes

• Believing that a project is over once the delivery and implementation is complete.
• Expecting benefits automatically to drop out of a project without any effort.
• Expecting benefits without change.

Learning the Lessons

problems preventing us learning valuable lessons from past projects:

1. We think the lessons don't apply to us.
2. We want to get things done.

"The sad truth is that these lessons learned are useful. That time spent in doing the work better is time well-spent. That getting it right the first time is cheaper and easier than doing it now and fixing it later," Derry says.

History has a strange way of repeating itself. If we don't take time to learn the lessons of the past, and also act on them, we will continue to commit the same mistakes again and again. And don't think it won't happen to you, it will!

Common Mistakes

• Being too busy to evaluate projects when they have been completed.
• Moving on to your next project before reviewing the last.
• Failing to learn lessons from past projects.
• Not making lessons learned available to other people in the organization.

Warning Sign! Making the same mistakes time and again.

Celebrating Success

"Completion of a project and the steps along the way can be intrinsically rewarding for project team members. Outwardly celebrating successes also can be a source of motivation for the team. When project milestones are reached, they should be communicated to project team members and stakeholders. Small rewards for team members who go above and beyond their duties also should be considered to communicate a job well done. These rewards can come in various forms, from certificates of appreciation to recognition in the organizations staff newsletter or on its website." ¹
In the words of American psychologist Frederick Herzberg, "True motivation comes from achievement, personal development, job satisfaction and recognition."