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Project planning. Technology for creating a project plan Organizational plan and personnel management

For a ship that has no course,

no wind will be favorable.

Ancient Roman philosopher

And statesman Seneca

Where to start developing a strategic plan?

What sections must be present in the strategic plan?

What methods can be used to check the correctness of the strategic development plan?

How to analyze the external and internal context of an organization?

How to formulate a mission and develop development strategies for an organization?

How to develop a business plan for the development of an organization?

How to ensure the implementation of the strategic development plan?

How to ensure the relationship between strategies, business development plans and budgets of the organization?

A company that does not have strategic development goals and specific plans to achieve them is doomed to follow current events with very vague prospects for the future. But developing a correct strategic development plan requires high competencies and skills from management, since it involves not so much the calculation of indicators economic activity, as well as a forecast of business dynamics, taking into account the risks and opportunities associated with both the external and internal context of the organization.

You can often come across the opinion that strategic planning is needed by large companies that have already declared themselves as leaders in their market segment and look to the future with confidence.

But, firstly, any company has a specific goal of its activities and at least rough business plan. And these are already the elements strategic planning.

Secondly, even novice entrepreneurs assess the size of the market in which they are going to operate, the competitive environment and their ability to enter this market. That is, they engage in strategic analysis, which is also one of the components of strategic planning.

In other words, most small and medium-sized companies in fact also use strategic planning, but, unlike large players in the market, they do it unsystematically and not in full.

Yes and in large companies it happens that developed with at great expense time and effort, strategic development plans remain just plans. This can be caused by many external and internal factors, the most common of them are the lack of integrity in the planning methodology and disruption of the relationships between strategies, business development plans and company budgets.

We offer a methodology for developing the most effective strategic development plan and recommendations that will help avoid possible risks erroneous forecasts, we will talk about the sequence of formation of the strategic development plan, we will reveal the relationship between the context, goals and resources of the company, which should be reflected in the strategic development plan.

Of course, strategic development plans for large, medium and small companies will differ due to the difference in the scale of economic activity, the specifics of the business, the complexity organizational structure and business processes.

But in any case, a well-developed strategic development plan is formed on the basis of sequentially implemented stages:

Analysis of the external and internal context of the organization

The performance of any company is influenced by many different factors. Without understanding the extent of their impact, it is impossible to develop the right strategic direction for the company's development.

The company itself also influences the external environment (context) - the product market, suppliers, buyers, partners, regulatory authorities, etc.

Pay attention!

How successfully a company's strategy will be implemented largely depends on its ability to organize the internal environment (context), which includes business processes, organizational resources, personnel, structure and production technologies, as well as corporate culture and principles.

The combination of factors in a company’s internal context largely determines its competitiveness.

Therefore, before developing a mission and strategy, it is necessary to conduct strategic analysis external and internal context of the company, the result of which should be an assessment of risks and opportunities specific enterprise in its surrounding market environment.

The 3 most common methods of strategic analysis:

SWOT analysis;

construction of Probability/Impact matrices;

creating a register of risks and opportunities.

The purpose of SWOT analysis (Strength - strength, Weak - weakness, Opportunity - opportunities and Threat - threats) is to determine the strengths and weaknesses companies, establish their connections with external opportunities and threats.

Based on the results of the analysis, company strategies are developed aimed at using opportunities and eliminating threats to development.

Probability/Impact matrices are built separately to position opportunities external environment company and to position threats to the company's external environment.

In each of the matrices, opportunities and threats are distributed according to the likelihood of their occurrence and the strength of their impact on the company.

Matrices help control external factors and develop business development strategies.

Creating a register of risks and opportunities involves more detailed analysis compared to the two previous methods. First, risks and opportunities in both the external and internal contexts of the company are identified. Next, the identified risks and opportunities are assessed according to the likelihood of their implementation and the degree of impact on the company’s business. Then a matrix of risks and opportunities is formed, which reflects the total degree of influence of the assessed risks and opportunities (“High”, “Medium”, “Low”). The final stage is drawing up a register of risks and opportunities. It records all the risks and opportunities that are significant for the company, ways to minimize and implement them (essentially, these are the company’s strategies), as well as the responsible (owners) of each of the risks and opportunities.

Conclusion

When choosing a company development strategy, you should focus on your strengths ( high quality products, service buyers, positive business reputation) to take advantage of business expansion opportunities (increasing sales, releasing a new type of product, providing additional services buyers).

At the same time, it is necessary to strengthen its weaknesses (depreciation of funds, insufficient qualifications of personnel, dependence on loans) in order to minimize the risk of external threats (rising prices for raw materials, increasing competition in the market, decreasing consumer demand).

Development of mission and development strategies of the organization

In order to understand in which direction to move and develop, the company should first of all decide on its mission, i.e. the main purpose of its existence.

The mission of the organization necessarily reflects the scope of activity and its ultimate goal. Based on the adopted mission, company development strategies are developed that will ensure the fulfillment of the mission.

Development strategies, firstly, should cover all aspects of the company's mission, and secondly, should not deviate from its meaning.

Compliance with the first condition is necessary for the successful implementation of the company's mission, the second - in order not to divert the company's resources and efforts to solve problems that do not serve the fulfillment of the company's mission.

When developing company development strategies, it is necessary to carefully check their relationship with the approved mission.

Since development strategies within the company are global in nature and their implementation requires the efforts of all divisions of the company, it is necessary to translate them into strategies individual divisions so that the managers and personnel of each division clearly know their goals and objectives in implementing the overall strategy of the company.

In addition, dividing the company's strategy into divisional strategies ensures that the correct targets for achieving the strategy are set. Agree, if a company has one target indicator for everyone, which is formed as a result of the work of several departments, in the end it is impossible to understand which of them did not do their part of the work and who exactly is to blame for the fact that the overall target indicator was not achieved.

An example of such a broadcast for the Volga company looks like as follows(Fig. 2).

We formulate strategic goals for the company's development

However, the formation of a strategic development plan for a company is not limited to the development of a mission and strategies. In addition to the direction of action itself (i.e. strategy), it is also necessary to develop criteria for success (target indicators) and ways to achieve them (business development plans). Only in this case can you be sure that the company has a clear program for achieving its mission, supported by action plans and calculations of the resources necessary for their implementation.

Strategic goals (or key target indicators) must be specific and measurable, so that at the end of any period it is clear to what extent the strategy has been implemented and what the dynamics of its implementation are.

For example, if such a target strategy indicator as increasing sales volumes can be expressed as a percentage increase compared to the volumes of the previous period or in a specific amount. And if the goal is the implementation of an event, then the expected completion date of this event should be indicated as an indicator of its achievement.

Strategic goals are set, as a rule, for a year and subsequently adjusted based on the actual results of the company's work.

To visualize indicators of the implementation of development strategies, use a map of strategic goals, which indicates:

general company strategies;

division strategies;

key areas for strategy implementation;

target indicator for each strategy;

owner of the target indicator (division responsible for implementing the strategy).

An example of a map of strategic goals is in table. 1.

We develop a business plan for the development of the organization

One of the most important sections of the strategic development of an enterprise is the business plan of the company’s activities for the forecast period.

4 key functions business plan:

Transforms strategic goals development in the indicators of the company’s financial and economic activities for the forecast period.

Serves as a source for checking the realism of the developed strategies (by comparing forecast indicators with the company’s resource capabilities).

It is the basis for developing budgets for the company as a whole and its divisions for the year.

Acts as a guide for adjusting the company's development strategies for subsequent periods.

Typically, business plans are drawn up for a period of three to five years; there are options for up to ten years.

The main criteria for choosing a strategic planning period are the current market situation and the position of the company. For example, if the market situation is quite stable and the company has been successfully operating in it for a long time, it can afford to predict results for the long term based on a “strategy for success.”

If the market is hectic and the company does not feel stable enough, it is forced to work on a “survival strategy”, in which long-term forecasting is impractical due to uncertainty further development situations. In this case, a business plan is drawn up for a period of one to three years.

The business plan of the Volga company for a three-year period is in table. 2.

As evidenced by the business plan data, the company's strategies and their targets are realistic and quite achievable. The Volga company leads profitable business, its operating income is sufficiently balanced and allows it to maintain a given rate of profitability while increasing sales volumes.

Due to growth net profit the company can also solve the problem of high dependence on external financing by investing the profits received in replenishment working capital for doing business.

Ensuring the relationship between strategies, business development plans and budgets of the organization

Ideally, when developing a strategic development plan, a company must ensure the relationship between strategies, business development plans and budgets of the company and divisions. This relationship guarantees the successful implementation of the strategic plan, because the target indicators of the company's strategies will be tied to the parameters of the business development plan, on the basis of which all company budgets are planned. Consequently, the implementation of budgetary objectives will lead to the achievement of the company’s strategic goals. Visually, this relationship is presented in Fig. 3.

Using the example of the strategic development plan of the Volga company that we are considering, we will see if there are any connections between the above plans.

In the final part of the strategic development plan of the enterprise, include a description of risk management methods, since in long-term planning the level of uncertainty increases simultaneously with the increase in the planning horizon.

While it is quite possible to achieve a high level of data accuracy and ensure the interconnection of all elements of planning when drawing up a forecast for a year, when developing a strategic plan for five years, a significant number of assumptions and assumptions about the development of the situation must be made. Therefore, it would be a good idea for all interested parties (owners, management, management) to understand, when agreeing on a strategic plan, what risks may hinder its implementation and what the company can do to minimize their occurrence.

Conclusion

A full-fledged strategic development plan for an enterprise includes the following sections:

The results of the analysis of the external and internal context of the organization at the time of development of the plan.
Description of current activities and long-term development goals of the organization.
Description of the company's mission and development strategies.
Functional strategies of company divisions.
Description of projects for the development of the company.
Business plans for the implementation of development projects.
Description of risk management methods for implementing the strategic plan.

Development of a strategic development plan is the basis for choosing long-term goals of the enterprise and ways to achieve them. Strategic planning helps to effectively allocate and use company resources to achieve the main goals and objectives of the chosen mission.

Please note: it is necessary to systematically monitor the approved plan so that it does not lose its relevance, and to audit the company’s strategies, since the market situation and internal processes of the company can change significantly under the influence of factors that did not manifest themselves at the time of development of the strategic plan. It is better to promptly identify the ineffectiveness of the chosen path than to stubbornly continue to waste the company’s time and resources on achieving a goal that has lost its relevance.

Essentially, strategic planning is continuous process, during which the company must find the shortest and most effective way to success.

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What is a project plan?

You may have noticed that in addition to plan mentioned and planning process. What's the difference between them? It's very simple.

Planning is a process, a discussion. During it, the scope of work, goals and ways necessary to achieve them are clarified.

A plan is an official document containing all planning decisions, approved volume, and costs. Its main functions are control, facilitating communication between participants and scheduling.

When creating a project plan, the manager should already have key knowledge and skills. This increases the chances of its successful implementation. In addition, a prepared plan will help you anticipate and avoid unnecessary mistakes and bad decisions, and will also help you save time and reduce costs.

Project Plan Goals

A well-prepared plan should answer the following questions.

Why?

The reasons why funds are allocated to the project must be clarified; what problem needs to be solved.

The question concerns the work that must be done to achieve the result and final goals.

Question about the people involved, their roles and responsibilities; about how they should be organized.

When?

This is about the schedule/duration of the project.

How to create a project plan?

Before starting to compile, the manager must be aware of large quantities questions that will arise throughout the project and their answers. Each question can be highlighted separately. But it is still better to identify common characteristic patterns and models. So, what does a manager need to do to draw up a project plan?

1. Communicate

The first step to success is to communicate with the team about goals, members, tasks, etc. The manager must know who is responsible for what task, the deadlines, and simply everything that happens in the project.

It is worth adding that communication is not only the first step. Communicating throughout the project is the key to success.

2. Identify participants and goals

Determining all project participants is sometimes difficult: there can be a lot of them. Moreover, they can directly or indirectly, to a greater or lesser extent, influence the project. That is why it is important to identify all those who directly influence the preparation of the plan and take their wishes seriously.

Who can be a participant in the project:

Customer– the person who directly finances and approves the work;
Project Manager– a person involved in planning, followed by creation, execution and control of the project;
Project team, which creates the final product. Team members are involved in many important processes, including development, quality assurance, design work, etc. Typically, they do not approve the project;
End user;
Other. This list can include a wide variety of people: risk analysts, procurement specialists, etc.

What can be done at this stage? Conduct interviews with key participants. This way you will understand what requirements are set and what goals should be achieved. Most in an efficient way achieving goals is a SMART goal setting technique.

Conducting interviews also allows the manager to understand what problem the project is solving and why it is being funded in the first place.

This is ours Why question.

3. Determine the entire scope of work

Undoubtedly the most important part of any planning. All the key points are highlighted and discussed here: rationale, product description, compliance criteria, objectives and results, limitations, assumptions, valuation and some others. All project participants must come to full understanding and agreement at this stage. Once the discussion is over, everything important is recorded in a document that describes the content and scope of the project.

This stage also reduces the risks of misunderstandings that could lead to the scope of the project.

This is ours What question.

4. Define roles and responsibilities

One of the most important tasks of a manager is the distribution of tasks among team members. They must know their roles and responsibilities. And, of course, we should not forget that teams are formed units with a certain number of participants.

This is ours Who question.

5. Create a project schedule

This point is a direct continuation of the previous one. Once roles and responsibilities have been assigned, the next step is to set the duration of work for each resource with start/end dates.

This is ours When question.

At this same stage, the manager establishes key events, the critical path - in general, deals with the work schedule.

Which tool to choose for working with the project?

6. Visualize your project plan with a Gantt chart

Note that when some people talk about graphics, they mean the entire project. This is not entirely true. A visualized schedule is just part of the planning and plan itself. The entire project is a more complex structure.

Use GanttPRO - an online tool for . With its help, a manager can:

Create and distribute tasks;
Set their duration with start and end dates.
Establish dependencies between tasks. The manager monitors all events and knows when a completed task gives rise to the next one;
Monitor the progress of individual events and the project as a whole;
Determine the resources needed to complete tasks;
Set the cost of resources;
Interact with team members and review all changes they have made;
Keep track of key events;
Visualize the critical path - the shortest period of time required to complete the project.

With GanttPRO Gantt charts it is easy to manage planning processes and create a project.

7. Manage risks

All stages of a project may be subject to risks. Therefore, managing them is one of the the most important moments in planning.

An experienced manager is able not only to assess and anticipate such situations, but also to create a plan with ways to solve them. The team, in turn, must also know how to respond to any changes.

What risks may arise?

Optimistic expectations about time and costs;
Poorly defined requirements and wishes;
Poorly defined roles and responsibilities;
Changes in requirements;
New requirements;
Budget cuts;
Poor communication.

Let's summarize

There are no identical projects. One can be perfectly implemented without risks and postponed deadlines. Another may fail even if it has the same participants, costs, schedule and goals. Risks and changes in a project are inevitable. But still, a well-planned scope of work, schedule, assessed risks and excellent teamwork. In this case, even difficult projects can be fun.

Do you have experience in project planning?

As already noted, a business plan for creating a business is a plan for creating an enterprise, a description of the proposed business, and a documentary justification for the profitability of the project being created.

The main goal of developing a business plan for creating a business is to plan the economic activities of the created enterprise for the immediate and long-term periods in accordance with the needs of the market and the ability to obtain the necessary resources. A business plan must reflect the reasonableness of costs and profitability of the business being created.

However, this goal is not the only one. Along with the main, defining goal of drawing up a business plan, the following equally important goals are distinguished:

Reduce the risk of creating a new business;

Attract the interest of potential investors (sponsors, creditors);

Understand the degree to which it is realistic to achieve the intended results;

Show potential investors the feasibility of creating a new enterprise;

A business plan is generally considered a tool for obtaining financing (loans, investments). He informs the investor about the state of affairs of the entrepreneur;

A business plan helps to identify the strengths and weaknesses of the proposed business and assess risks;

It is important to consider a business plan as the planning process itself and an internal management tool;

The goals of creating a business plan are also divided into internal and external goals.

Domestic Goals are to test your own knowledge, understanding of the market environment, and gain experience. It is very important for the investor to understand the strategic goals, characteristics, competitive environment, weak and strengths a specific investment project, its possible effectiveness under given conditions.

The internal goals of drawing up a business plan are:

1) Development of a strategy for creating a new enterprise.

Strategic intra-company planning is carried out through the implementation of a number of stages:

Setting strategic goals of the enterprise;

Determining a set of alternative directions for the development of the enterprise to achieve its goals;

Determining the resources necessary to implement each of the alternative directions of enterprise development;

Assessment and comparison of the effectiveness of enterprise development options;

Choice of the most effective option from the entire set of alternative directions for the development of the enterprise;

Assessment of the need for additional financing to implement the selected option;

All significant information obtained as a result of strategic planning is reflected in the business plan.

2) Providing the ability to control the process of implementing the developed strategy.

As a basis for comparison, a business plan allows you to identify deviations from a given course of action, determine the causes of these deviations and plan measures to eliminate them.

Thus, a business plan is effective tool for enterprise management. By drawing up a business plan, you can predict the situation for the future with higher accuracy.

External The purpose of drawing up a business plan is to attract financing from external sources in the form of investment or borrowed funds, attracting the attention of investors and the bank, convincing them of a sufficient level of efficiency of the investment project and a high level of enterprise management.

Each investor will want to evaluate the profitability of investing in the proposed investment project and evaluate the ratio of the possible return on the project and the riskiness of the investment, and best way to do this, study and analyze the business plan of the investment project.

A business plan, in essence - business card investment project. It gives the investor an answer to the question of whether it is worth investing in a given investment project and under what conditions it will be most effective given the degree of risk acceptable to the investor.

In accordance with the goals, there are four main objectives of the business plan:

Task 1. Study the capacity and prospects of the future sales market.

Objective 2: Estimate the costs required to manufacture and market a product or service and weigh them against the prices at which you can sell your products to determine potential profitability.

Task 3. Discover the pitfalls that lie in wait for a new business in the first years of its existence.

Task 4. Determine those indicators by which it will be possible to regularly determine whether things are on the rise or heading towards collapse.

The creation of new projects requires preliminary business case business feasibility, subsequent planning necessary expenses to implement the expected final results. Business planning allows economists-managers not only to justify the need to develop a particular investment project, but also makes it possible to implement it in current market conditions.

Business plans are primarily intended to facilitate entry into the market for highly competitive types of goods and services. Consequently, any business project must have an appropriate business plan to justify the optimal production and sales of goods and services.

A business plan performs four main functions:

The first of these is related to the possibility of using it to develop a business strategy.

This function is especially necessary when creating a new enterprise. A business plan is a document that allows you to determine a course of action and manage your business. Therefore, it can be presented as an integral element of strategic planning and as a guide for execution and control.

The second function is planning. It allows you to assess the development possibilities of the chosen area of activity.

The third function allows you to attract cash. A business plan is the main document when submitting a loan application to a bank. A business plan is an effective tool for attracting investments, since it allows not only to assess the profitability of a future investment project, but also allows the investor to determine the size of investments, sources of return of funds and payback periods for a future business project.

The fourth function allows you to involve potential partners in the implementation of the enterprise’s plans who wish to invest in production equity or the technology they have. Resolving the issue of providing capital, resources and technology is possible only if there is a business plan that reflects the course of development of the enterprise for a certain period of time.

A business plan is a document that describes aspects of the future commercial enterprise, analyzes the problems that it may encounter, and also establishes ways to solve them. The business plan must ultimately determine the possible cost of the project and planned income. Every entrepreneur should know how much it will cost new project and will this business bring income, and if it does, then when and what is the degree of risk? The answers to these questions of rational management in complex market relations are given by a properly drawn up business plan.

Drawing up a business plan is the first step of every aspiring entrepreneur into the field of innovative, economic, commercial or investment activity.

A business plan is needed for those who will invest money in an investment project. Main goal a business plan is to prove to the investor that the business idea outlined in it is promising and profitable. And for banks, the main thing is to understand where the company will get the necessary funds to repay the loan in full and on time. For the enterprise itself, a business plan is, from a professional point of view, a way to understand the prospects of a future business and assess the amount of investment.

A business plan is drawn up in order to effective planning business and is one of the main management tools of the created enterprise, determining the profitability of its activities.

Today there is a boom in setting and achieving goals. Is this good or bad? Do you need to strive for something or is it better to go with the flow of life, enjoying the opportunity not to stress? There is no point in arguing. Goal setting and life planning – tools, which help make the process of life creation conscious and manageable. Whether to use this tool or not is our personal choice.

Goals set the direction of movement. But in order for the pursuit of a goal not to replace true values and desires, the goal must grow from the roots. This means that goal setting should be consistent with what you want from yourself and your life in the long term. Then there will be no need to look for motivation, will and character.

And the movement towards the goal, and even the result that you get when the goal has already been achieved, is not the main point. Target- This tool, which when used correctly makes expectations from life that each of us has, reality.

When expectations from life and reality coincide, we are happy. While aimless living each subsequent day not only turns life into a routine, but also increases the gap between our hidden and obvious desires and real life achievements, giving rise to envy, anger, inner unhappiness.

It took me years to realize this. I followed the most usual path: first cultivating the idea of the imperfection of the environment and my own surroundings, then trying to change something, then falling into despair from hopelessness. I learned how to technically set goals and achieve them. These were very “minor” victories over myself, but they clearly formed in my mind a direct relationship between goal setting and results. The need for global changes came to me with the birth of my second son. I don’t know exactly what was the trigger that launched the desire for systematic, controlled changes, but I am grateful to that difficult period of my life, which set a new vector of development. Since then, goal setting and planning have become a mandatory and integral part of my conscious life.

It's easier to move forward with a plan. I very often compare plans with maps of the area, because a plan, like a map, helps you stay on track.

Without a plan, a “repetition” of already known proven behavior patterns is automatically triggered, and then there can be no talk of any new results due to the constant broadcast of old actions.

A simple example. Behind a month of gym classes and a month healthy eating. But there are no results. Not yet! There is also no work plan for the year, where weight loss is correctly predicted.

What do most of us do in this case?

Plans new program achieving results?

No! Most give up this (at first and quick glance) fruitless activity and return to the old one. famous model behavior. Although it is obvious that by acting in the old way, you will definitely not achieve the new desired results: you will return to a sedentary-lying lifestyle and buns - you will not see a good figure! And it is also obvious that new goals, projecting a different result, and new plans, setting the order of new actions, working together, can lead to the desired!

Just like the goal planning is a tool that programs movement towards planned results.

How to make your own development plan?

Planning begins with awareness of life expectations in. Again, first understanding your own, and only then goals and plans. Otherwise, there is a risk of losing interest in the results without achieving them or, having achieved them, being disappointed.

Therefore, before you start planning first step– understanding the results to achieve which the main efforts will be directed.

If it's a self-development plan, write down what you want from life in 25 years. Which of these achievements will you achieve in 10.5 years?

This work, which seems simple at first glance, helps us understand what is really important and what (what accomplishments) we expect from ourselves.

Second step– awareness that any results are the result of regular work to achieve them. This process is described in detail.

Third step– strategy for achieving results. This is a generalized plan for moving from current (today’s) personal results to the desired ones. To better understand the essence of the issue, there is a special material “” for working out practical skill project " ".

Fourth step– a self-development plan for a year, month, week. The work plan for subsequent periods of time is part of the previous ones. For example, a work plan for a year is part of a five-year plan, a work plan for a month is part of an annual plan, and a work plan for a week is part of a monthly plan. These plans, tied to time (week, month, year), reflect specific matters (actions) that together will lead to the desired result. For a better understanding and practical development of skills in the project "" material "".

For planning to become something rather than one-time sketches, it is important that daily activities are subordinated to achieving greater desired life results. To do this, in accordance with priorities, a strategic long-term plan is built, reflecting major stages of movement towards goals, in accordance with our life expectations. It is concretized by the tactics of daily actions, which together, step by step, will consistently lead to global results.

All of the above can be illustrated with a clear example.

Do you dream of building own house. For now, this is a dream, based on which you set the goal that in four years summer cottage You will build a two-story house according to a ready-made project.

first year – external communications and foundation;
second year - walls and roof;
third year – windows, doors, internal communications;
fourth year – interior decoration.

Each major period (year) in the strategic plan is only a direction of work. And then in the operational plan (for a year, a month, a week), the immediate direction is detailed through real actions. For example, when planning to pour a foundation in the first year, you need to: mark the location of the foundation on the site, dig a pit, and pour the foundation in stages. Thus, the direction of making a foundation becomes overgrown with real tasks, doing them one after another, you will eventually get the result of the first year of work - the foundation for a house. The results of each stage over the course of four years will add up to the solution of the goal - ready house on a summer cottage.

A self-development plan is like a plan for your new construction project - building yourself. Nothing comes out of nowhere. Any changes require time and work on yourself, will and character. And goals and plans will help crystallize the vector of movement and make it easier, like a map, to navigate an unfamiliar area.

Elena Vetshtein.

P.S. For those who want a deeper immersion in the topic of planning and managing life outcomes, proprietary programs and materials have been created. Here you can choose a training model that suits you to manage yourself and your life results.

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