pm project.docx

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Understand what defines a project

First, a project is temporary. A projects duration might be just one week or it might go

on for years, but every project has an end date. You might not know that end date when

the project begins, but its out there somewhere in the future. Projects are not the same

as ongoing operations, although the two have a great deal in common. Ongoing

operations, as the name suggests, go on indefinitely; you dont establish an end date.

Examples include most activities of accounting and human resources departments.

People who run ongoing operations might also manage projects; for example, a

manager of a human resources department for a large organization might plan a college

recruiting fair. Yet, projects are distinguished from ongoing operations by an expected

end date, such as the date of the recruiting fair.

Next, a project is an endeavor. Resources, such as people and equipment, need to do

work. The endeavor is undertaken by a team or an organization, and therefore projects

have a sense of being intentional, planned events. Successful projects do not happen

spontaneously; some amount of preparation and planning happens first.

Finally, every project creates a unique product or service. This is the deliverable for the

project and the reason that the project was undertaken. By now, you may realize thatmuch of the work that goes on in the world is project work. If you schedule, track, or

manage any of this work, then congratulations are in order: you are already doing some

project management work!

The project triangle: view projects in terms of time, cost, and scope

You can visualize project work in many ways, but our favorite method is what is

sometimes called the project triangle or triangle of triple constraints.


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This theme has many variations, but the basic concept is that every project has some

element of a time constraint, has some type of budget, and requires some amount of

work to complete. (In other words, it has a defined scope.) The term constraint has a

specific meaning in Project 2010, but here were using the more general meaning of a limiting factor. Lets consider these constraints one at a time.

Time

Have you ever worked on a project that had a deadline? (Maybe we should ask whether

youve ever worked on a project that did not have a deadline.) Limited time is the one

constraint ofany project with which we are all probably most familiar. If youre working

on a project right now, ask your team members to name the date of the projectdeadline. They might not know the project budget or the scope of work in great detail,

but chances are they all know the project deadline.

The following are examples of time constraints:

You are building a house and must finish the roof before the rainy season arrives.

You are assembling a large display booth for a trade show that starts in two months.

You are developing a new inventory-tracking system that must be tested and running bythe start of the next fiscal year.

Since we were children, we have been trained to understand time. We carry

wristwatches, paper and electronic organizers, and other tools to help us manage time.


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For many projects that create a product or event, time is the most important constraint

to manage.

Cost

You might think of cost simply in monetary terms, but project cost has a broader

meaning: costs include all of the resources required to carry out the project. Costs

include the people and equipment that do the work, the materials they use, and all of

the other events and issues that require money or someones attention in a project.

The following are examples of cost constraints:

You have signed a fixed-price contract to deliver an inventory-tracking software systemto a client. If your costs exceed the agreed-upon price, your customer might be

sympathetic but probably wont be willing to renegotiate the contract.

The president of your organization has directed you to carry out a customer research

project using only the staff and equipment in your department.

You have received a $5,000 grant to create a public art installation. You have no other

funds.

For virtually all projects, cost is ultimately a limiting constraint; few projects could go

over budget without eventually requiring corrective action.

Scope

You should consider two aspects of scope: product scope and project scope. Every

successful project produces a unique product: a tangible item or service. Customers

usually have some expectations about the features and functions of products they

consider purchasing. Product scope describes the intended quality, features, and

functions of the product often in minute detail. Documents that outline this

information are sometimes called product specifications. A service or event usually has

some expected features as well. We all have expectations about what well do or see at

a party, concert, or sporting event.


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Project scope, on the other hand, describes the work required to deliver a product or

service with the intended product scope. Project scope is usually measured in tasks and

phases.

The following are examples of scope constraints:

Your organization won a contract to develop an automotive product that has exact

requirements for example, physical dimensions measured to 0.01 mm. This is a

product scope constraint that will influence project scope plans.

You are constructing a building on a lot that has a height restriction of 50 feet.

You can use only internal services to develop part of your product, and those services

follow a product development methodology that is different from what you had planned.

Product scope and project scope are closely related. The project manager who

manages project scope well must also understand product scope or must know how to

communicate with those who do.

Time, cost, and scope: manage project constraints

Project management gets most interesting when you must balance the time, cost, and

scope constraints of your projects. The project triangle illustrates the process of

balancing constraints because the three sides of the triangle are connected, and

changing one side of a triangle affects at least one other side.

The following are examples of constraint balance:

If the duration (time) of your project schedule decreases, you might need to increase

budget (cost) because you must hire more resources to do the same work in less time. If

you cannot increase the budget, you might need to reduce the scope because the

resources you have cannot complete all of the planned work in less time.


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If you must decrease a projects duration, make sure that overall project quality is

not unintentionally lowered. For example, testing and quality control often occur

last in a software development project; if project duration is decreased late in the

project, those tasks might be the ones to suffer with cutbacks. You must weigh the

benefits of decreasing the project duration against the potential downside of a

deliverable with poorer quality.

If the budget (cost) of your project decreases, you might need more time because you

cannot pay for as many resources or for resources of the same efficiency. If you cannot

increase the time, you might need to reduce project scope because fewer resources

cannot complete all of the planned work in the time remaining.

If you must decrease a projects budget, you could look at the grades of material

resources for which you had budgeted. For example, did you plan to shoot a film

in 35 mm when cheaper digital video would do? A lower-grade material is not

necessarily a lower-quality material. As long as the grade of material is


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appropriate for its intended use, it might still be of high quality. As another

example, fast food and gourmet are two grades of restaurant food, but you may

find high-quality and low-quality examples of each.

You should also look at the costs of the human and equipment resources you

have planned to use. Can you hire less experienced people for less money to

carry out simpler tasks? Reducing project costs can lead to a poorer-quality

deliverable, however. As a project manager, you must consider (or, more likely,

communicate to the decision makers) the benefits versus the risks of reducing

costs.

If your project scope increases, you might need more time or resources (cost) to

complete the additional work. When project scope increases after the project has

started, its called scope creep. Changing project scope midway through a project is not

necessarily a bad thing; for example, the environment in which your project deliverable

will operate may have changed or become clearer since beginning the project. Changing

project scope is a bad thing only if the project manager doesnt recognize and plan for

the new requirements that is, when other constraints (cost, time) are not

correspondingly examined and, if necessary, adjusted.

Time, cost, and scope are the three essential elements of any project. To succeed as a

project manager, you should know quite a bit about how all three of these constraints

apply to your projects.


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Here is our final word about the project triangle model. Like all simple models of

complex subjects, this model is a useful learning tool but not always a reflection of the

real world. If real projects always performed as the project triangle suggests they

should, you might see projects delivered late but at planned cost or with expected

scope. Or, projects might be completed on time and with expected scope but at higher

cost. In other words, youd expect to see at least one element of the project triangle

come in as planned. But the sad truth is that many projects, even with rigorous project

management oversight, are delivered late, over budget, and with far less than expected

scope of functionality. Youve probably participated in a few such projects yourself. As

you well know, project management is just plain difficult. Success in project

management requires a rare mix of skills and knowledge about schedule practices and

tools, as well as skill in the domain or industry in which a project is executed.

Features

Microsoft Project 2010 showing a simple Gantt chart .Project creates budgets based on

assignment work and resource rates. As resources are assigned to tasks and

assignment work estimated, the program calculates the cost, equal to the work times

the rate, which rolls up to the task level and then to any summary tasks and finally to the

project level. Resource definitions (people, equipment and materials) can be shared

between projects using a shared resource pool. Each resource can have its own

calendar, which defines what days and shifts a resource is available. Resource rates

are used to calculate resource assignment costs which are rolled up and summarized at

the resource level. Each resource can be assigned to multiple tasks in multiple plans

and each task can be assigned multiple resources, and the application schedules task

work based on the resource availability as defined in the resource calendars. All

resources can be defined in label without limit. Therefore it cannot determine how many

finished products can be produced with a given amount of raw materials. This makes

Microsoft Project unsuitable for solving problems of available materials constrained

production. Additional software is necessary to manage a complex facility that produces

physical goods.


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The application creates critical path schedules, and critical chain and event chain

methodology third-party add-ons also are available. Schedules can be resource leveled,

and chains are visualized in a Gantt chart. Additionally, Microsoft Project can recognize

different classes of users. These different classes of users can have differing access

levels to projects, views, and other data. Custom objects such as calendars, views,

tables, filters, and fields are stored in an enterprise global which is shared by all users.

Manage your projects with Project 2010

The best project management tool in the world can never replace your good judgment.

However, the right tool can and should help you accomplish the following:

Track all of the information you gather about the work, duration, and resource

requirements for your project.

Visualize your project plan in standard, well-defined formats.

Schedule tasks and resources consistently and effectively.

Exchange project information with stakeholders over networks and the Internet using

standard file formats.

Communicate with resources and other stakeholders while leaving ultimate control in the

hands of the project manager.

How to Use Microsoft Project 2010 to Resolve Resource Conflicts

When a resource is over allocated, use Microsoft Project 2010 to ensure your project

stays on track. With Microsoft Project 2010, you can resolve resource conflicts by

modifying assignments, changing scheduling, and more. Consider the following tactics

to resolve resource conflicts:

Revise the resource's availability to the project. For example, change the person's

availability from 50 percent to 100 percent.

Modify assignments to take the resource off some tasks during the timeframe of

the conflict. The new Team Planner view is great for this purpose.


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Move a task to which the resource is assigned to a later date using the Move Task

tool or modify the task's dependency relationships.

Add a second resource to a task for which the over allocated resource is busy.

Change the task to auto scheduling and effort-driven, if needed, to allow the taskto be completed sooner and free up the resource earlier.

Replace the resource with another on some tasks. Try the Resource Substitution

Wizard for help with this if you're using Project Server.

Select a task and then click the Inspect button in the Tasks group of the Task tab.

The factors driving the timing of the selected task are provided so you can take

whatever steps are needed to address them: for example if a task dependency is

driving timing and you can modify that dependency, it might solve your problem.

Make changes to the resource base calendar to allow the resource to work more

time in a week.

Create a Project Schedule with Microsoft Project 2010

Creating a project schedule is easy with Microsoft Project 2010. Following are some

handy steps to help you build a Microsoft Project schedule. After you complete the list,

you're ready to start the project and track any progress on it. You can then report

progress to management by using Microsoft Project reports, by simply printing your

schedule, or by sharing it on the Web.

Enter project information (such as the start date).

Set up your work calendar.

Create tasks, choosing the scheduling method and task type settings and entering

information about durations.

Create milestones (tasks with zero duration) in your project.

Organize your tasks into phases, using Project's outline structure.

Establish dependencies among tasks, adding constraints if appropriate.

Create resources, assigning cost/rate and resource calendar information.


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Assign resources to tasks.

Resolve resource conflicts.

Review the total duration and cost of the project, making adjustments if necessary.

Set a baseline.

Managing Projects in Change point and Microsoft Project (linked to Change

point)

The Change point - Microsoft Project (MSP) interface is designed for organizations that

currently use (perhaps as a company standard), or want to continue to use, Microsoft

Project for their project-level planning. Change points bi-directional integration with

MSP, which operates in real-time, shares extensive information with MSP in order thatcustomers can continue to use MSP, and not have to re-enter any information in either

solution. In this way, for example, a customers requirement for high-level planning and

detailed task lists are supported through the combination of critical path scheduling from

Microsoft Project, and the capture of actual time, task status, and cost information within

Change point.

However, Change point includes comprehensive Project, Portfolio, Demand and

Resource Management and Budgeting capabilities that provide support and controlsacross the full project lifecycle without the need to use Microsoft Project. Standard

functionality ranges from quick project creation to highly detailed Project and Budget

Management. Project templates, configurable workflow, and integrated Knowledge

Management are combined within Change point to ensure support for best practices,

and to improve control of projects and communication across the organization.

Highlights of the functionality provided by Change point project management include the

following:

Project templates and best practice sharing

Project Workflow Management to ensure process adherence

Project scheduling and graphical phase-level reporting and editing


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Complete Budget Management with multiple budget revisions and Contingency

Management

Native task assignment, including timelines, dependencies and scheduled effort

Inter-project dependencies

Rich Change Management, project issue tracking, and risk identification and

tracking

Comprehensive resource management capabilities integrated with PPM,

search/soft-book/hard-book

Integrated survey capabilities to track customer satisfaction throughout the

projects lifecycle

Reporting on project progress, budget versus actual performance, project

slippage, earned value analysis and project portfolio analysis

Knowledge Management capabilities that allow files to be attached to the project

record such as project charters, scope statements and product work

This section provides a summary look at some of the complementary functionality of

managing projects using Change points native project management versus managing a

project in Microsoft Project (linked to Change point).

1. As Microsoft Project is a scheduling tool, it will automatically adjust your plan toreflect the information you have given it. Depending on how you have built the plan and

what information you enter, Microsoft project will change one or more of the following:

The scheduled dates of a task (start and/or end)

The planned work for a task

The assigned number of units required to complete the task

In Change point you can track baseline, planned, actual, and forecasted task

information but it doesn't automatically reschedule planned start/finish dates. Project

Managers or resources can provide forecast start/finish dates and remaining hours.

Forecast fields are different to planned and it is up-to a project manager to manually

reschedule planned start/finish dates as well as planned hours. This is deliberate as it

gives the project manager much more control over their projects.


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2. Microsoft Project supports start-to-start, start-to-finish and finish-to-finish

dependencies between tasks within the same project. Change point supports finish-to-

start dependencies (with lag time) between tasks within the same project and across

projects.

3. A single project in Change point can be updated by multiple plan editors by locking

the appropriate tasks to preserve the integrity of the project. Multiple concurrent plan

editors are not supported on single Microsoft Project plan.

4. Change point provides resource-specific and team-based calendars that display

project- and calendar-based commitments for the resource. Project calendars are only

available through the solutions integration with Microsoft Project.

5. Change point applies resource leveling at the task level, which means that all other

committed work for the resource is taken into consideration, including items from other

projects (and any other items that are configured as committed demand) and task

assignments that have been updated but not yet saved in the current project worksheet.

Microsoft Project performs resource load balancing and project leveling to remove any

over-allocations but does not take into account a resources commitments on other

projects or demand items.

6. Microsoft Project allows you to view project plans using PERT network diagrams.

Change point doesnt currently support PERT network diagrams.

When Would You Use MSP for Project Planning?

- If you need PERT and Network diagrams

- If you need the auto-scheduling capability

- If you need additional dependencies over and above Start-Finish

- If you must work offline (i.e. no access to the internet to access Change point)

When Would You Use Change point for Project Planning?


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- For anything else demand management integrated with project portfolio

management and resource management with a workflow driven methodology and

discipline.

A customer may choose to initially use Microsoft Project to plan their project if they needto work offline (i.e. no access to the Change point solution over the internet). Once the

project has been created they can then link the project to Change point and (a) continue

to use Microsoft Project or (b) choose to break the link and use Change point to

manage the project moving forward. At any time they can switch back to managing the

project plan in Microsoft Project by simply re-establishing the link. This capability was

demonstrated at the recent workshops in Oslo.

A project manager relies upon a written plan to undertake a project of any significant

size. Microsoft Project software contains the tools necessary to design a project from

beginning to end, define milestones and then assign the needed resources to the tasks

in order to complete the objectives. Any changes that arise may be entered into the

project so that their impact may be evaluated well before the project gets off track.

Microsoft Project

Microsoft Project is a software product that enables you to visually plan for and track the

stages of completion for business or personal projects. It is a complex tool that

manages resources, tasks and deadlines as they are arranged to achieve intermediate

stages of a final objective. Projects are modeled using the Critical Path Method (CPM)

which works especially well with interdependent activities. Microsoft Project is available

in both standard and professional versions.

Planning a Project

The initial step in using Project is the planning stage. Before resources can be allocated

and scheduled, the full scope of the project must be defined and entered in the

software. The objectives, assumptions and deadlines are used to initiate a new project

file. Each of these aspects of the project frame the scope of what is to be accomplished.


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When the planning stage is complete, the next step is to define the resources and

allocate them.

Allocating Resources

As the full scope of the project becomes clear, Microsoft Project enables you to allocate

resources and total the cost of utilizing those resources. Each resource, human and

otherwise, has defined limits and a cost. For example, a programmer is available for

work eight hours a day, five days a week. These limits are enforced by the software as

the resource is allocated to an objective. If the task requires 80 hours from the

programmer, the availability limits will require two weeks before an objective's deadline

can be met.

Project Tracking

Once a project is underway, Microsoft Project provides a variety of tools to track its

progress. In its basic form, the software arranges the details in a Gantt chart. Each

intermediate deadline and task can be reviewed to track its progress. You, as the

project manager, control what priorities are most important in evaluating each objective.

As an example, the priority for one task may be budgetary, and for another, the deadline

is critical and slippage may be the most important issue. As the software updates with

new inputs, the effect on the entire project is immediately known.

Projects, Their Outcomes and Project Management

Projects are efforts to achieve objectives, within finite time and cost expectations.

Projects are contrasted with operational activities the repetitive things performed

regularly over time. In some way the dividing line between projects and operational

activities is not clear; often an operational activity is a series of small projects. However,

what is clear is, healthy projects have a finite end that is reached either when the project

objectives have been met or when the project is cancelled.


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In this paper the term outcome will be used to mean any project result, whether it is a

new or changed product, event or process. Projects produce outcomes like newly

design car models, an annual budget, a great party, or a new procedure. The use of the

outcome and its value after the project delivers it are the underlying justification for the

project.

It is the application of a broad set of skills to properly initiate, plan, execute, control and

close a project. The primary skills are scoping (i.e., describing and agreeing on project

objectives and requirements), scheduling, and estimating. Added to these core skills are

managing risk and uncertainty, managing quality, communicating, managing ourselves,

and collaborating with others, including suppliers of goods and services and everyone

else who works on or is affected by the project. The people who are involved or

interested in a project are referred to as stakeholders.

To put projects and project management into practical context, it is useful to take a

systems view. This view recognizes that everything is operating in a system of

interacting people, organizations, things and processes. Change or activity anywhere

can have an effect elsewhere. The more one can predict the effect, the greater one's

control of the system's performance. In complex systems, no one can ever predict the

effect of actions with 100% accuracy. A project is a complex system. Project

management itself is also a complex system.

Figure 1, below, is a picture of project management as a system. The Unified Project

Management Methodology (UPMM) is one of many views in use today to describe the

various activities in managing projects.


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A single project is managed from Originating, the time someone communicates an idea

that may someday become a project, through Closing, the completion of the project, if in

fact the project becomes a project and is completed.

Surrounding the performance of a single project are activities that support and direct the

organization and its ability to perform multiple projects in a complex, changing

environment. These activities include Ongoing Improvement, the effort to learn from

past experience and improve the way you perform and manage projects; Portfolio

Management & Governance, the decision making needed to select, initiate and continue

the right projects and to manage the optimum use of scarce resources; and Multi-project

Management, the process for looking across all of the projects being performed and

managing them as a group to avoid conflicts and promote synergy.

Effective portfolio management and multi-project management are among the most

critical factors for successful projects. They address many of the root causes of chronic

problems in projects, such as the chronic over burdening of resources and constant

priority shifts that create confusion and impact productivity.


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Collaboration and Consulting represents the critical need for teamwork, communication,

coordination and the management of knowledge and information.

Not managing projects the right way leads to unnecessary rework and costs, delays,unsatisfied customers and hostile relationships. Think about the times that you or your

customers have been impacted by late delivery of project results or by having to do

unnecessary rework or by having yourself and others affected by confusion and chaos

that could have been avoided by better project planning and control. Think about the

time, effort and money that could have been saved. Think about the relations that were

disrupted, in some cases irreparably so. In the unlikely case that you have no personal

experience, think about high profile projects like the Challenger space shuttle in which

poor project management practices led to loss of life or the Big Dig in Boston in which

poor project planning, communications or control resulted in huge costs and delivery

delays.

The importance of Project Management

Projects are the means to achieve business objectives. They, along with ongoing

operations represent the activities that make organizations run. They deliver the goods

and services that satisfy customers and owners.

All organizations have projects. A project may be a large task or a complex activity, in

fact, any work that is done to achieve an objective on time and within budget.

When you change the way people work, you are managing a project. When you launch

a new product you are managing a project. Projects are ideas in motion. They may be

efforts to move an office full of people to another location, put on an event, merge two

organizations, institute a new training program, put together a budget, create a new

product, change or produce a web site, put a new process into place, etc.

More and more people recognize that their ability to effectively manage projects is now

key to their success within the organization. The ability to better manage projects is a

way to achieve the edge over competitors and deliver greater value to owners and


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customers.Project management is a complex discipline. It requires years of hands-on

experience and of study. There are techniques to learn and tools to master.

Microsoft Project software is one of those tools. With this short tutorial we want to

introduce you to the software in its most elementary form.

Even though we'll be covering only the basic application of MS project, we hope that

you will gain an appreciation of its many capabilities and will be drawn to study it in

more depth afterwards.

Defining the project

Start by defining the properties of the project that you are going to manage.

You need to know the start date and the basic operating rules of the organization.


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First: break the whole project into individual tasks.

This may not be as easy as it sounds. You want the tasks to be small enough to be

manageable but,

not so small as to involve the atomic level. This will draw on the experience of the

project manager. Normally, a task involves one person or a small group of people over

a span of time that can be measured in days.


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Don't worry that the tasks all last 1 day and start on the same day. We'll get to that later.

Now, you will probably want to group tasks under phases. In MS Project, grouping is

done from the top down with Final total at the very top, with Subtotals below and so on.


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How to effectively track progress

For over 40 years project manages have been using techniques to manage their

projects effectively. Some of these techniques were manual to begin with and were later

computerized Two of those techniques were called Critical Path Management (CPM)

and Program Evaluation and Review Techniques (PERT).

They were similar and you will now often find the technique referred to as: CPM/PERT.

The technique involves using network models to trace the links between tasks and to

identify the tasks which are critical to meeting the deadlines. When you have a large

number of tasks overlapping you really have to use the right tool to show which tasks

can be delayed and which must be on time.


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Once you've identified the critical path, any delay on any part of the critical path will

cause a delay in the whole project. It is where managers must concentrate their efforts.

In MS Project, you use the Tracking Gantt diagram to show the critical path in red

and you can see the PERT diagram by looking at the Network view.


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Finally for this section, you'll want to track the degree of completion of each of the tasks.

You could do that every day as you go along. As soon as something starts to go off

track, you can react and adjust accordingly. It would be too long to go into the details of

how to compensate for delays and so on. Get a good book on the subject and we'll call

that Graduate School.


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How to manage the project resources

You will need people to accomplish all those tasks that you've identified in the previous

section. Those people are resources that you have to manage well in order to achieve

the project's objectives you may also need some material resources - equipment,

supplies, specialized environments - that you will have to schedule and pay for.

You can easily include the management of resources in MS Project along with the tasks

because, after all, the resources are essential to the accomplishment of the tasks in the

first place. You must start by identifying the resources available along with their costs.

Resource costs will be multiplied by duration to calculate project costs. You have to

open the Resource sheet to specify the project resources and costs.


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To track costs, you insert a Cost column next to the Resources column.

When you assign the resources to each task, the costs will be calculated a displayed.


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You assign resources, people or material, to each of the tasks. A task may have several

resources.


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That completes this rather quick tutorial on Microsoft Project Of course, there are many,

many other things that MS Project can do. We have barely scratched the surface.

For example, we have assumed so far that everything will proceed as planned. But what

if it doesn't? There are many functions to help you deal with delays, cost overruns, etc.

You can learn how to schedule overtime split or overlap tasks and on and on.


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Real life Project of ComoYo (Telenor) on MS Project Office

Telenor Broadcast has introduced a new consumer-facing online content aggregator

brand. Designed as a one-stop portal that mixes video streaming, music streaming and

multimedia services like cloud storage, the Comoyo service will offer content fromexisting content partners but will have a larger catalogue than the Canal Digital Go

multi-screen service.

Making an active move into the Internet space

Comoyos initial focus will be on the Nordic markets, but global expansion is on the

agenda for the future. Telenor has witnessed extreme growth in the adoption of Internet-

based services globally, which over time could serve as a disruption to the traditional

telecommunication business model.

Either you can move backwards or you can start moving forward, exploring new roads.

Typical challenges in the telecom sector are Internet-based services such as voice,

messaging and TV. All of these areas are potentially disruptive technologies, and rather

than sitting around and talking about the disruption, we are joining the action says

Sven.

Comoyo delivers the solutions that entertain you, let you communicate with your friends

and store the content you care about. The company offers an Internet one-stop-shop for

consumers on all devices and is currently working towards a closed beta. Comoyo was

established in 2011 and is a global company, owned by Telenor.


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The company launched market-by-market in the Nordics, starting with Norway.

Streaming video from Comoyo is available for the TV, phone, PC, tablets and

connected TVs. Some of the video from Canal Digitals content partners will be

available free as part of their existing Pay TV subscription.

Offering premium film and TV experiences online, Comoyos goal is to make life on the

Internet easier, richer and more fun. In line with this philosophy, the Digital Services

Company recently launched a live web-chat support for its customers. Comoyo has anagile approach when it comes to product development and implementation. Services

are typically first launched in beta versions and rely on customer feedback and insights.

The project is of two months.