Project Management in your Online Business by Jennifer Perdew

Gary Huff: Project Management

NICHE AFFILIATE MARKETING SYSTEM

MYNAMS LIVE TRAINING Interview with Gary Huff:

PROJECT MANAGEMENT

Gary Huff: Project Management

GARY HUFF: Gary Huff is a PMI certified Project Management Professional (PMP) who was trained as a Project Launch Manager by Jeff Walker. In his 27+ years of experience with a $60B transportation and logistics company, Gary managed the company’s first global online product launch for international trade. He also created and led the Project Management Office for Technology Solutions in the company’s largest Business Development Group. As a project coach, Gary’s goal is to transform the average entrepreneur with project management without becoming a project geek.

RESOURCES FROM GARY HUFF: Off the Chart Headquarters

DAVID PERDEW: David is the founder of NAMS – the Niche Affiliate Marketing System – one of the fastest growing affiliate marketing workshops and affiliate training systems available today. What makes NAMS so different is that the instructors TEACH, demonstrate, and enable the students with handson workshops. Students learn from their current experience level. Beginners work with beginners, Intermediates work with intermediates, and Advanced students work with advanced groups. Everyone speaks the language they understand.

Gary Huff: Project Management

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Gary Huff: Project Management

INTRODUCTION: In this presentation from Gary Huff, you’ll learn about project management, including: 

What is a project?

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What does a project manager do?

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Why a project manager is important to your business

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Understanding the three elements that drive every project

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The steps involved with managing a project

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The life cycle of a project

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The importance of communication when working with a project manager

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Using online tools and other resources to help manage projects

Gary Huff: Project Management David Perdew: Hello. This is David Perdew from the Niche Affiliate Marketing System. And it’s Wednesday night, which means, it’s “Live Training” night. And tonight, we’re going to try to do a little NAMS 300/400 action. We have a very special guest with us tonight, Gary Huff, who has been a NAMS attendee from the beginning. You were at the first one, I think. Weren’t you, Gary? Gary Huff: I’ve been through all of them, yes. Very, very pleased to be a full-fledged NAMS attendee. David Perdew: That’s what I thought. You are one of about a half dozen people that have done 1 through 6, so congratulations! You won the prize. I found this out about Gary a couple of years ago, that he is a very talented project manager. And about four weeks ago, I think, we did a session with Nicole Dean about outsourcing. And part of our conversation was about project management and how we can spend an entire session on project management and what that really brings in a mature business. Project managers are worth their weight in gold when you get a good one. The key is finding a good one, and keeping a good one, and keeping a communication point strong between the business owner and the project manager. Many people think a project manager is something that is a high-dollar, high-ticket, and you’ve got to be a big business kind of person to have a project manager. That’s not true. Gary’s going to talk about that this evening and we’re going to have a kind of conversation, back and forth. Gary and I are very different project managers, but we have both done that professionally for a long time. Gary has done it for the last 15, 20 years. And he does that both in a corporate world and as a project manager for small businesses. He has a consultant business of his own. So, Gary, thank you for being here. And by the way people, please excuse my voice. I am coming off four days of flu-like symptoms, as they say at this time of year. So, my voice is about gone. But, Gary, thank you very much for coming this evening. I’m really looking forward to this. This will be a good conversation, I think.

Gary Huff: Project Management Gary Huff: Yes, this is great, David. I really do appreciate the opportunity. We had a great session with Nicole and all of the things that she was talking about and it just led right into a natural conversation about project managers, on how folks can leverage project management either for themselves or even more of what we will probably talk about tonight, of being able to find the right project manager and utilize a project manager to their fullest. David Perdew: So, what I see here on your first slide is “Overwhelmed Escape Artist” and I love that title because to me that’s what a project manager does. He shows you how to dig your way out of a pile of stuff that, you know, needs to be done and helps you prioritize and sift through it and really come out with exactly what you want at the end. So, I love the title of that slide. Tell us a little bit about how you started in project management and what it means to you. Gary Huff: You’re right. That title there really kind of sums up what I like to do and what I do. And the next slide here kind of gives you a little bit of an overview. Now let me start right off by – I have to admit that I am a PMP. David Perdew: Yup. Gary Huff: That’s the right kind of PMP, which is that professional project manager or Project Management Professional. I’ve gone through certifications and testing. But, ultimately, tonight I’ll give everybody the secret on how to be a professional project manager without going through a lot of training. One aspect of being a PMP is the certification that you get is not just about learning. You also have to have years of actually executing the practice. David Perdew: Right. Gary Huff: So, there is some advantage in that. David Perdew: Right. Gary Huff: Some industries look for that certain type of certification. What I’ve found over the years that I’ve been doing project management is how to apply that to normal businesses, or the types of business that we’re doing in terms of smaller businesses, entrepreneurs, online businesses, because we can all benefit from some of these capabilities and processes for project management. So, yeah, I’ve got a lot of experience with large corporations. I’ve got experience with smaller companies. I’m also a platinum product launch manager with – some folks may recognize Jeff Walker who has a product launch formula. I’m one of a handful of his platinum product launch managers. Page 7 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management So, I manage launches for folks, which is a project management function. So, these are some of the areas where I apply the things we will talk about tonight about project management. David Perdew: Sure, we can tell them about those things. Those are two good areas for us to go into from a project manager’s standpoint. One thing about PMP, P-M-P. We want to make sure that people understand that it’s P-M-P, Project Management Professional. And when we put that at the end of your name, it’s almost as viable as having something like, in the accounting world, you have – what is it? – CPA. In the project management world, that is a very, very good acronym to have at the end of your name. So, congratulations on that! I know that’s a hard certification to get. Gary Huff: Yeah, it’s tough. You also have to maintain it. And so that’s my objective. My objective is to maintain the things so that I never have to go back into the rigorous testing. David Perdew: Sure. Gary Huff: So, that means I’m undergoing education maintenance and performance. It is recognized and that’s nice. But what matters is, the thing that I like most, is having applied this to real people. David Perdew: Yeah. Gary Huff: What I like to say is, “Let’s help people be project managers without making them project geeks.” David Perdew: Right. Gary Huff: As you can easily become a project geek, but most of what we want to accomplish in running our businesses is to be effective at our business, not necessarily a project geek. And that’s where I have the most fun. David Perdew: So, there’s a really fine line now between a project geek and project manager. We’re going to get into that, I hope. Gary Huff: I think so, yeah. David Perdew: Okay. Gary Huff: So, really, in three years, I was thinking of what to talk about and again, we’ll keep this kind of a conversation – and definitely jump in with your perspective because you have

Gary Huff: Project Management been, David, very involved yourself with large projects and smaller businesses that you have worked with. And also, there’s a lot of perspective that you would be able to bring us. We’ll just talk about a couple of items. One is: What is project management? And really the most important part – project management is all about collaboration. That’s what it really means for us as business owners when working with project managers. So, these are the kinds of topics that we’re going to cover. Then I’m going to give a few tools and tips and you may have some as well that we can kind of share that will help folks with doing projects. David Perdew: Okay. Gary Huff: So, one thing I can do is just – let’s just start with the basics. I know we’re talking at a 300/400 level from a NAMS terminology, of folks that have businesses up and running, but I always like to start back at the beginning of, “What is a project?” And ultimately, a project is something that – I look at it as something that has a beginning and an end. I love projects. I love being a project manager for that reason because that thing finishes, right? The things that go on, and on, and on, are really – they drag on. Well, a project is all about – it’s got an end. You actually accomplish something. It has a result. So, there are a few things that a professional project manager can get excited about. Well, this is one of the things that I get to be excited about. Projects actually have an end and you see results from it. So that’s why it’s a temporary endeavor and… David Perdew: And if you have a short attention span like me, than you will benefit from this. Because I like to be able to check them off the list, you know? Gary Huff: You just said the second thing that a great project manager likes, checking boxes. So the project has a beginning and an end. It accomplishes something.

Gary Huff: Project Management So, the next thing is, “What is project management?” And really, it can be a lot of things, but think of it simply as, “What are the things you need – either the skills you have as an individual, tools you use, the processes – to accomplish something from beginning to end?” We talked about in the NAMS workshops a lot, about taking and focusing, and then accomplishing it; get results and then go to the next thing. So, the business owners that are about a 300 or 400 level that we are talking to tonight, really, you’ve accomplished that. You’ve had some success in seeing things through. Well, that’s the art and skill of project management – seeing things through. Figure out what you’re going to do, identify requirements, identify your objectives, and then put a plan together, and execute on that plan, and adjust and adapt as you go along. David Perdew: So, before you go too far from here, let’s talk about this for a second, how it applies to these NAMSters who are 300 and 400 level. These guys have – they’re making money. So, either they’re supplementing their income well with their online business already, which means they have one, two, or three incomes, or more. And if you’re a 400 level person, then you are a full-time marketer. And what I find with the 300 or 400 level people is that this is where the overwhelm sets in because to grow your business, you take on more and more. To me, a project manager is the key to that. Because if you’ve got one, two, three project managers working, you have them doing tasks that are driven from your ideas, right? So, as a business owner, you’ve got to get really good at understanding what you want and communicating that so the project manager can execute it. Gary Huff: Exactly, and let’s take it even a step before that. We talked about being able to have a solo-preneur – somebody who has built a business and they’re doing it all themselves. There are only a finite amount of things you can accomplish yourself. You have to be able to leverage… David Perdew: Right. Gary Huff: …other folks. And project management is an ultimate leveraging tool. And it’s even when you’re going to do – if I have an outsourcer, if I have a virtual assistant, you have to be able to coordinate the work that’s being done by other resources. That is also an active task of a project manager, of coordinating work across people. So, those are all aspects that business Page 10 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management people that are making money have done to some level and any of the things that they can do to help do that better, helps them make more money. David Perdew: Right. Gary Huff: Helps make them do that in a way that’s easier and more enjoyable. David Perdew: So, what you’re saying is that project manager is really somebody who should be making you money. And that is where they align with your business, that you can leverage a project manager to get more done, to create more revenue, to reduce your expenses, et cetera. So, that’s what you’re after. Gary Huff: That’s also a good contrast. What’s the difference between a project manager and an assistant and an outsourcer that does a task? A project manager is the one that is actually – he can leverage your time so that you are not coordinating work in the individual steps, but the project manager is actually coordinating that and developing those plans and ideas and executing tasks you gave him. So, the next thing to really – again, we’re talking some of the foundational principles or ideas associated with project management and one of them is triple constraints, meaning there are three of them. Think of it like a three-legged stool. There are three legs to this stool that you want to be able to sit on, stand on. Think of it like a three-legged stool you want to stand on so you could raise your business even higher. Well, one of those legs is scope. Scope is the parameter, the extent, of your project effort. Let’s say you’re going to build a new niche site so you could sell a product in a particular niche. Are you going to build a network of sites for that niche or are you going to build a single site? Well, the scope involves what’s the extent of what you’re going to build. Are you developing a collection of products? Are you building your own product? Are you going to be an affiliate? The scope of what your business will be has its kind of parameters around what you’re going to work on. Another leg on the stool is the time involved. It takes time to develop and build and execute your plans and go through the steps you need to build your business, to execute your plans. Page 11 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management You can do things faster by adding additional resources. So, instead of having one person building out a product, you could have two people building that product. You could have five people building that product. You could have people building out a website. You can reduce time by adding resources. You could reduce time by automating it. So, if you purchase a program that builds websites for you, as compared to mainly coding them yourself, you could reduce your time. That leads to the third leg of the stool, which is the cost. That would increase some of your cost. So, you might spend money on a software application. You might spend money on additional programmers or resources to reduce your time. But then there is an increased cost. David Perdew: You know, this is a really simple picture. And underneath that picture is so much complexity. Everything you do falls under one of those categories. And what I’ve found is that if you don’t understand balance, how one affects the other, you can get huge spaghetti tangles going on. So, you really can’t get lost in all the stuff that happens in a project. The thing that I always end up coming back to – time and cost are really pretty much fixed, in most cases, so scope usually ends up being the thing that you work with. You decrease scope, you increase scope, or whatever. But understanding what your immediate scope is – that’s a really hard thing for business owners to define. I know in my own projects, I say, “I want it to do this. I want it to look like this.” Then I start talking to somebody who is a website builder or a coder or whatever and we end up adding little things as we go. And all of a sudden, it’s a much bigger project. Gary Huff: There’s even a term for that. There’s a term when you’re adding on things to the scope called “scope creep.” It kind of creeps, you know. There are times when you can sit down and make a conscious decision that you will now do, you know, more than what you originally planned and you can plan and understand the ramifications about it. But then there’s this adding an extra function here, adding an extra page here, adding an extra – and you kind of creep or move along slowly adding to your scope. Then two weeks later, you look back and you say, “Holy smokes! Now, this is a huge effort as compared to what it was supposed to be – a medium-sized effort that was going to get me revenues sooner.” David Perdew: What happens is you’re working in the scope arena and you think you’ve got this thing off and about, but what you didn’t realize was as you were building your scope, the

Gary Huff: Project Management time and cost on this thing expands with every word, practically. So, you get out of control very quickly because of scope. Gary Huff: And I like this analogy of the three-legged stool. David Perdew: Yup. Gary Huff: So, you can go and increase your scope. Think about you’re standing on the top so you can reach your business higher, but one of those legs starts growing taller than the rest and you’re not managing how you balance the three. There is a dependency. There are constraints. We think of them all at the same time, but there is a dependency. If you want more scope, well, it may take more cost to do it. It may take more time or a little of both. There is a balance and interaction between these three things. David Perdew: There is also a way to start peeling scope off into future enhancements or whatever. We’ll get into that I’m sure as we get to start looking at the tools and figuring out ways to do it. Gary Huff: But the question there is… David Perdew: I’m sorry. Everybody should understand that with these three elements, this is what drives all projects. Gary Huff: Yes. David Perdew: Okay. Gary Huff: And the other thing – what I’d like to emphasize is that as we deal with the scope and the time and the cost, as good business owners and good project managers, we’re making conscious decisions. We’re not letting the cost overrun us without realizing it. We’re not letting the time get away. “Oh man! This took twice as long as I thought it was going to, or as I wanted it to.” We’re making conscious decisions along the way on these three parameters. David Perdew: You know, one of the old sayings is you want it faster, better, cheaper and the project manager comes to you and always says, “I can give you two of those. Which two do you want?” Gary Huff: There you go. David Perdew: That’s it.

Gary Huff: Project Management Gary Huff: Let’s look at another aspect of understanding project management. It’s understanding that a project doesn’t just happen. It has its own life to it. It has its own sequence of events. Now, what we have here are, again, some of the formal terminology. You will think of it as called you’re initiating a project, you’re planning a project, you’re executing a project, you’re closing it out. If you were to look at some of the formal project management books and training, they would make references in some form to those phases. So, I’d like to use the terminology, but I want to make sense of it for us. For business folks and folks that are looking for project managers, and to leverage project managers in your business, what does this initiating mean? Well, if you’re going to start off a project, initiating is really figuring out what you’re going to do. We’ve talked a lot about the scope of work that needs to get done. Put some parameters – a conscious decision on what is the extent we’re going to work on. The client agreement, the things that are associated with it. Really, deciding you’re going to work on it. That’s kind of that initiation phase. Now in some corporate aspects, you have maybe called this the concept phase. I have a concept. I’m not quite sure how I’m going to do it, but I have a concept. I’m formulating a plan or I’m formulating some goals and objectives. David Perdew: And that’s really a big part of your initiation, your goals and objectives, right? Gary Huff: Exactly. David Perdew: Okay. Gary Huff: The next step is actually planning it out. We can jump in and say that we are going to build a product, but what’s it going to take to build that product? So, a product has your potential things. These are again some traditional terminology for project management. Deliverables. What’s a deliverable mean? Well, a deliverable is a thing as a result of your project. If my project is to build out a 3-stage e-course that people can take and learn about this niche, then the deliverables would be the three modules: Module 1, Module 2, and Module 3. So, the deliverables are the thing delivered. Deliverables are kind of what you’re going to deliver or the scope, what’s it going to accomplish. Things like milestones are a way to check that you’re making progress, or it can be a major

Gary Huff: Project Management point in a project when an accomplishment is made. So, I like to think of milestones as really good flags. They are the signs. They are the stakes in the ground at a certain point. We’re moving towards that point, an accomplishment. And good project managers like to have clearly defined milestones because it’s really tough to get into a project and you’re just working and working at it and you want to see accomplishments. So, this is kind of what a business person might have in terms of some of short term strategies and tactics and goals that they’re reaching to the big revenue goal. David Perdew: You know, one of the things I’ll say about milestones quickly is that’s also one of the ways you can pay outsourcing people really well. Once they have accomplished a milestone, they’ve earned so much money. And I use that method a lot with my projects. Gary Huff: Excellent! And a project can be planned out in phases. We talked earlier about the triple constraints and maybe there’s just more that you want to build out, in terms of this website but let’s talk about Phase One. And so, there are some milestones to get Phase One done and then, a major milestone is the website’s up and running. And you pay out. And there might be another milestone in doing Step Two or Phase Two. David Perdew: Okay. Gary Huff: So, your project starts off. You’ve got the concept, the initiation. You’ve decided you’re going to do the project. You’ve put a plan together, which can be the sequence of steps, the tasks you need to get the work done. Project management is not just a planning effort. Project management is a doing effort. It’s a doing function. And so projects are not projects if you’re not actually executing on those plans and working the plan. Now there are a couple of other things that happen during execution. How many times have we started something in our businesses and we need to make a change? You know, as we were talking about website changing or putting a website together and we found that we really want to change the menu structure. We wanted to be able to offer other capabilities. We decided that we needed to have an affiliate tracking that we hadn’t planned originally. Great! Those are Page 15 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management all changes that may be very valuable to the success of the project or the goal that you want, but managing that change and not just letting change happen, making a conscious decision, is important during this execution phase for you as a project manager, or for project managers you would hire. David Perdew: So, this is the key to me. If I’m evaluating somebody to run a project for me, the thing that I’m looking at is how they will handle the change management and how they will help me assess the risk of whatever changes we’re asking for. We talked about scope earlier. We talked about scope creep. This is where the project manager will be continually bombarded. You continually get bombarded throughout the project by people wanting to add something in the project because they actually see a spot where it could be very efficient to do that. But that always has an impact to your project, to the outcome of that project. So, you can look at that and say, as part of this change management, is it doable? Is it going to cost us more money to do that? Is it going to risk the project to do that? And if not, then yes, we will include that in the project and incorporate that change. Understanding risk, though – that is a huge part of this because if it’s going to impact your project in any way, any of those three things, the time and cost, particularly, then you’re going to have to reevaluate whether you’re going to do that or not. I know I said that a project manager is not a decision maker; he is a communicator. So, the project manager doesn’t say, “We cannot do this.” The project manager says, “We can do this, but here are the results of what happens if we do.” Gary Huff: Yeah, absolutely. And you’re hitting on a valuable aspect for business owners, for small businesses owners like us that are out building our own businesses to whatever level it is and now want to get to the next level. Oftentimes, we have a certain view of our business or that opportunity in front of us. And a project manager also, in understanding change management and even risk management, is that other set of eyes. There’s that scotoma – it’s where you have a blind spot in what you see. And this can even happen to a brilliant project manager. I pride myself on not being the most brilliant guy in the room, but I try to be able to see the things that, maybe somebody that’s close or deeply – you know, as business owners, we get to be very emotionally involved in the business that we’re growing. We made this stuff. And a project manager is that extra set of eyes that can look at it from another perspective, to help you understand the risks and the change associated with executing on those.

Gary Huff: Project Management David Perdew: Yeah, and I guarantee you when you get marketing in the room with the execution guys, scope goes through the roof in a second. Gary Huff: Yeah. You know, we try not to let those people talk. David Perdew: Right. I understand. Okay. Gary Huff: And just to kind of close this slide, which is the final step – again, this is one of my favorite parts of project management. The stuff finishes. Sometimes, we will finish a project or we’ll get a site up or we’ll have a product launch. What we really need to think about is more of those steps to actually close down this project effort because there are a ton of things that we can leverage if we think of that as an actual step in our project. Imagine if we took just a little bit of time to look back and understand what we learned from this time so that we could do it better the next time. We build products and we put offerings out to our customers and we’re building our businesses and we’ll probably be doing it more than once. So, a key part of closing a project is to get the learning of what worked and what didn’t work this time so we can do it better the next time. And, oftentimes, we take a big sigh of relief. “Whew! Okay. That is done. Yeah, that wasn’t a fun experience, but I got what we wanted done. Yeah!” Or, “It was a great experience.” But why was it a great experience? Taking a few seconds to do these steps is going to help you grow your business even more. David Perdew: And also, part of this closing-out phase is where you can actually start building your asset list. You’ve completed a project and that project completion is an asset. Gary Huff: There you go. Absolutely. David Perdew: I’ll give you an example of that. You know, we completed a project a couple of years ago called “Niche Mall.” And the Niche Mall, for me, was just about ready to rock and roll until the end of this last year and that’s when my site got hacked badly. And that had about a $15,000 investment and so I thought, “Well, that’s down the drain.” But, after getting some perspective on it, getting another set of eyes, we looked at Page 17 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management it. We realized that it was still an asset. We still have good code. What we could do is turn that into something else like a WordPress plug-in for the MyNAMS site. So very shortly, I think in probably two to three weeks, you’re going to see the Niche Mall show up as a benefit to the MyNAMS members so they can actually start selling products as a member at a 100% commission right up on the MyNAMS site. And it’s because we didn’t throw that away. We realized we had an asset that had some value in there and it’s because we closed out that project. Gary Huff: Exactly. Great example. David Perdew: You know, one thing that I noticed that is missing here, for me – and it’s probably incorporated in your execution part that we didn’t talk about. Can you guess what I think that is? Gary Huff: Go ahead. David Perdew: Testing. Gary Huff: Yeah. David Perdew: For me, testing is a huge piece of a project. Even if you tested it in a couple of places in the project, you certainly need to have post-execution testing to make sure you identify all the bugs. That bad boy will save you money in the long run and it will make sure experience with users is so much happier. So, that’s usually the final end of the execution phase, is testing. Gary Huff: Exactly. And we’re going to go on to a couple of examples to try to tie in what we’ve talked about, concepts here in project management. So, what I want to be able to do is let’s look at a couple of examples. Now, these are not necessarily the only way to run these types of projects, but there are some good outlines that will give you a good start. And you’ll see in a second when we talk about it, it has testing called out explicitly as one of the last parts of execution. David Perdew: Yeah. Gary Huff: So, you are right on target there, yeah. I didn’t mention it yet. Part of the work that I do, in the experience that I have, and clients I’ve helped with, is on product launches. So, I want to be able to talk through an outline on what’s involved in a product launch. Well, let’s put it in context in those four phases of a project. Page 18 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management First one is the initiating. It’s kind of putting a scope of what you want to accomplish. Well, from a product launch perspective, if I’m going to create and launch a new product, I want to understand my launch strategy and my objectives. So, launch strategy can be things like, I’m going to launch it to my internal list then I’m going to get affiliates involved. Launch strategy can be a webinar type of launch. My objective is I want to have my list grow. Product launches is a huge list building tool, not just a revenue growing tool. That can be another objective. I want to make this much money or I want to serve this niche. So, those are the kinds of things you would do in that initial setting up your game plan for a product launch. David Perdew: Okay. Gary Huff: Then once that you’ve got that, you’ve got your objectives, so that’s going to help give you some guidance to put your plan together. So, there’s an overall plan and we haven’t really touched on it a lot, when we were talking about the planning phase, timelines. I deemphasize it a lot during conversations about project management because, oftentimes, people see timeline, building a schedule for the project, as the major function for project management. I’m going to talk a little bit later about how there is actually a different major part in being a project manager than the scheduling part. But it’s an important piece. Let’s plan out the steps and the time to do it as we target for the milestones. So, in a product launch, you’re putting your game plan together, your overall plan, your tasks that need to be done. What are the resources that are going to be involved in building the product, in launching that product? Now, one aspect of a product launch is you need to be able to tell a story. Part of doing a large product launch, and now there’s – again, there are different product launches. There can be, I want to launch a new e-book and make it available to customers. I want to do a multi-figure product launch. I want to launch a physical product. So, there are a lot of product launches. The premise behind a product launch is that there’s a story to be told. There’s a story to be told and you will engage with your customers. The typical product launch will have what’s called a pre-launch, so it’s the time when you’re developing your story, communicating to prospects, you know, giving them content, value, and helping them engage in the potential launch or need for that product. And then, a launch is where they can purchase and participate.

Gary Huff: Project Management Ultimately, successful product launches come down to the offer. You could have a great sequence, you could have a great story, and if your product doesn’t do what people need, or what your prospects need, then it doesn’t matter. So, we have a solid offer and deliverable of value to the customer. That’s part of all the planning that goes into a product launch – and any other ideas or things that you think about as you release a product or a new offering. That is part of your planning steps. David Perdew: You know, I am probably a bad example of a project manager in this regard because I almost always start with a date and then work my way backward and figure out how much I can get done in that time frame and if it’s realistic. And often I end up having to change the date because I go through this process that you’re outlining here and realize, “We’re not going to get this all done. There’s just no way to get this done in that amount of time.” But you talked about the timeline earlier. For me, the timeline is an easy thing to do because it’s always a backend process, for me. Gary Huff: That’s a great perspective, too, because think about those three parameters – scope, time, and cost. Well, a project, if you have a particular project or product available at a certain time, then you do start at that date and then work your way back. Now, sometimes, a project plan can be built. It has to have this result. So, when will you be able to get it done? Well, we work from the start and then the end date is the end date. Well, you can’t do that when you’re putting on NAMS7. David Perdew: Right. Gary Huff: NAMS7 has a due date. David Perdew: It does. You’re right. Gary Huff: Yeah. You can’t just let that due date float. NAMS7 is a date. You have to work your way backward. So, there are multiple ways to figure out your timeline, but that’s a great example of putting some parameters and making conscious decisions about what you do and don’t do based upon what you can and can’t do from the timeline.

Gary Huff: Project Management David Perdew: Actually, NAMS7 fits this model. Any NAMS fits this model. One of the things that I love about Gary coming from the NAMS events is because you’re a guy who appreciates what goes into building that, from a project standpoint. You start with a date and you have to work your way into it. So, right now we’re at the phase now from NAMS7 where I’m just about ready to build the schedule and the hotel information. I’ve got the hotel lined up, all done. And we’ve got the registration page ready. I haven’t put it out there yet because I want to kind of get a little boost on it when I send it out there to people to see that we’ve got the schedule built and the hotel built. So, we have so many things to go along with that. We don’t ever do anything that we don’t have some other tasks around it, some benefit tasks. Gary Huff: Building the schedule for the NAMS7 event – that is the outlining offer, right? David Perdew: It is. Gary Huff: Your product is that event and just the amazing talent and folks that come and present and are able to, you know, give value to all of the students. Well, there’s your offer. David Perdew: And there are two markets. Gary Huff: Yeah? David Perdew: We talk about that there are two markets because the market of the people who have just experienced a NAMS experience, they jump right in. We don’t have to sell them hard. But then there is a month or two later when people are coming who haven’t come before and we have to sell those people with a completely different offer. So, you’re right. Gary Huff: So, I have a little story about your timeline for NAMS7. Because at NAMS6, you announced that it was going to be, I think, it was towards at the end of January. David Perdew: I did. Gary Huff: I’m already booked for a conference in January and I knew I couldn’t make it, but I still was trying to be the first person who bought for the NAMS7. And, darn it, I have been through every one of them.

Gary Huff: Project Management David Perdew: Right. Gary Huff: And then I found out a little later it was the next week or so in February and I was doing a little jump-up-and-down. So, I appreciate you doing that timeline for me. David Perdew: We can talk to the hotel about that. Gary Huff: Oh. That wasn’t a project change just for me? David Perdew: It was a resource change just for you. So, there you go. Gary Huff: There you go. So, the planning concept, there is a good example for being able to identify the plans, all the plans that will be involved in having NAMS7 work and, yes, you did an amazing job… David Perdew: Thank you. Gary Huff: …in having NAMS and what you bring to it and how again, I know, from the inside, things may happen away from the participants and the people there. We don’t really see all those little things you notice. It goes great. David Perdew: Well, thank you. Gary Huff: I love it. David Perdew: Thank you. Gary Huff: And I’ll be there every time. From a product launch perspective, okay, let’s create the story. You’ve got to create the content for your pre-launch. So, that might be a video and information. I would suggest that you, for the NAMS events, your pre-launch is your pre-training events that you do with some of the instructors, right? You’re helping us understand the content that we’re going to get by going to the NAMS. David Perdew: That has been a good part of it. Gary Huff: Yeah. Create the offer, the sales page. So there’s – executing it is actually doing the things you need to do and launching the product. And you get out to the point where now you’re executing on the launch and you’re adjusting as you go along. One of the things that we do from a sophisticated product launch standpoint is we try not to actually create too much ahead of time. It is really nerve-wracking for a project manager, but Page 22 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management you want to be responsive and adjust. And if there is a set – four videos that help explain what a product does and into the second video, there seems to be a lot of questions going on about what this product is about, we may have to just add an extra webinar to explain it and talk about it. So, there has to be the adjustment as a project manager in your product launch sequence to be able to manage that. Again, it’s back to that point of project manager – it’s helping and adjusting, not just doing the plan that was written out. David Perdew: Sure. Gary Huff: And closing out the offer now. They may not be available – like, I can’t participate in NAMS7 after NAMS7 is done. David Perdew: Right. Gary Huff: It is finished. It is then delivering the product, compiling the lessons learned. So, that would be a good generic outline for doing a product launch and some things to think about along the way. David Perdew: Okay. Gary Huff: Let’s do just one more example that’s a little different. I try to make that distinction between a project which has a distinct beginning and end and the running of a process in a business. Day in and day out, week in and week out, month in and month out, we may do a process. Well, that’s doing a process, that’s not a project. But a project could be that I’m going to take this thing that usually takes me four weeks to do, and I want to do it in three weeks. I want to build a new product, but last time it was a hassle. This time, I’m going to make it easy for me to build a product. So, a process improvement cycle would identify what you’re going to do with it. It’s that old cycle that you know everybody’s probably heard – that Plan-Do-Check-Act. You’re just going to plan what you want to do, do it, check it, and then implement. So, process improvement like this, in those four phases would be – make sure you know what you’re going to work on because you could start off trying to improve a process and a second thing over here and a second thing over there.

Gary Huff: Project Management

Again, this is that scope. Get your objectives clear in the initiation, then plan out the steps you’re going to do to improve it. What are the resources? Then your execution is understanding where you’re already today, then figuring out and designing where you want to be tomorrow. And then what’s the difference between those two places? That’s that gap. And what’s it going to take to improve the process – to fill that gap? Do it. Then test it to make sure it worked. David Perdew: So, I would say the test in this case can come from both ends of the execution. Because sometimes you don’t know what your “to-be” is until you do some test on the “as-is.” So, I’m a big believer in focus groups and getting feedback at all points along the way and I would really encourage people to do as much as they can, especially process groups, because your objective is to improve a process, but this is a place where you have to adjust quite a bit because you’re not always sure if you’re going to meet that objective from your own thinking. You know what I mean? Gary Huff: You make a great point in there. The statement there is really, “Assess the as-is.” Oftentimes, we think we know how things work and that’s not really how they work. So, you really need to know what “as-is” is and that’s really what you’re hitting on. Exactly. Making sure you’re testing and trying it out and getting feedback. Understand where you are today. David Perdew: Yeah. Gary Huff: It’s pretty difficult to drive from and land into Louisville if right now I’m in Miami. It’s a different path. I better know at least where my car is right now. David Perdew: Gary, we’re going to have to speed up a little bit. I’m afraid we’re not going to make the tools and stuff. Gary Huff: Yup. So, let’s go. So, we’re done with what I would consider some of the project management areas. Any thoughts there? David Perdew: I think we covered it pretty well. Gary Huff: Yeah. So, let me go through this real quick and have this up on the screen. But the point is, now let’s talk about this, the aspect of collaboration, the key value of a project manager – what you deliver as a project manager yourself or what you need to look for when you are hiring a project manager. Page 24 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management We kind of mentioned this a couple of times. Let me put it into perspective. Before, there used to be these things that you call typists. If you’re in a company, you’d write down your memo and you’d go give it to the typing pool and they would type. And I’ve always been curious on how they kept the paper dry because somehow they were in a typing pool, and the paper is dry. David Perdew: Very funny. Gary Huff: And they were able to type. Yeah, I know. And the crowd goes wild. David Perdew: That’s right. Gary Huff: But the idea was that there are these people that were typing. There are no typing pools. There are no typists out there anymore. Where did they all go? Well, it was automated. You have the ability to use word processors and you type it yourself. We talked about how the premise of a project manager is all about creating schedules and putting a Gantt chart together in a flow of how things will work. There are tons of tools to do all that. There’s Microsoft Project, there’s Project Management Tools, things that schedule it out and smooth the schedule. We don’t need project managers anymore because we can automate it and do kind of like how now we can use a word processor to type stuff. David Perdew: And that can go from $0.99 to millions of dollars. I had committed a project management tool last year for a corporate client that was $20,000,000. All it did was to build a fancy schedule. Gary Huff: There you go. And you have all these tools, but why do we still have project managers? Why do we still have project managers if that type of thing was automated? So, it really begs this question: What is truly needed to be a good project manager? What do you want in a successful project manager? That really comes down to that collaboration. If you think about the sequence or the life cycle of a project, a piece that is working in every single step is the communicating. And you even mentioned this earlier. A project manager is worth their weight in gold if they are helping to communicate and coordinate across the groups. If you’re not communicating in all of the phases, then you did not accomplish much as a project manager. David Perdew: I love this slide. The communication piece, for me, is the absolute, most important thing. And if you are a business person that is struggling with a project or a project manager, I guarantee you, it’s because of communication. If you’re a project manager who is having projects fail, I guarantee you it’s because of communication. This is always where people Page 25 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management assume somebody else’s viewpoint or understanding or – I like to call it the “curse of knowledge,” – where somebody else knows something and so they expect everybody else knows that. A project manager has got to be able to communicate among multiple groups of people. And to me, that’s the thing that makes a great project manager. And that’s the first thing you look for, that the project manager communicates well. And that includes documenting. Gary Huff: You’re right. And it’s all forms of communication. And, ultimately, I really think of a good project manager as – it’s all about the “people” side of the project. David Perdew: Yup. Gary Huff: Right. There are a lot of things, especially when we talk about internet marketers and we get kind of stuck behind our computer screens, sometimes. It’s wonderful that we can go to NAMS and actually interact and say “hello” to people. David Perdew: Right. Gary Huff: A project manager is a people type of activity. It’s coordinating across folks. There are ways to interact with folks. There are ways to get things done. Project managers understand the good way to get things done and the good way to communicate with folks. David Perdew: And if you are a good project manager and you can communicate well, there are a lot of sins that will be forgiven because of that. Gary Huff: And yes, I’ve made many of my sins and mistakes as a project manager. David Perdew: We all do. Gary Huff: So, I guess the other aspect is to understand that project managers are people, too. David Perdew: Yup. Right. Gary Huff: Contrary to popular belief, we are people, too, and we make mistakes. Communicating about those, not trying to cover those up, is what also makes a good project manager.

Gary Huff: Project Management David Perdew: If you’re looking for a project manager who is going to help you achieve that, communication is the key. There have to be some ways to evaluate how someone communicates. Gary, if you are looking for a project manager, how do you test whether they are a good communicator at first? Gary Huff: Well, first, in terms of their interaction with me, if I’m going to interview them or discuss with them. So, oftentimes, especially from an online perspective, our first communication comes through email. It might be Skype. It might be a phone call. But sometimes, we may connect with somebody through email. Can I read their email? Does it make sense? Is it kind of like getting that text message with a little text? Or is it a communication that I can make sense of? If I have to spend effort and time trying to decipher their communication, then the people that they are coordinating may have to do the same thing. So, I do look very closely at how they communicate and how effectively they communicate in whatever medium. Now if we get on a Skype call, or we go to a meeting session, then how are they able to – they’ve got to communicate well. It’s nice to have something at the other side that has a reasonable mic, a good microphone that you can hear well. Even if it’s not them. It’s not their communication skills, but it’s their communication equipment. That can be an impediment. David Perdew: Sure. Gary Huff: So, all of those aspects are some of that first impression. David Perdew: And it’s also how attentive they are to the details, right? Gary Huff: Exactly. David Perdew: And that’s what you’re talking about. Gary Huff: To the details. And also understanding that project management is a communication thing. David Perdew: Yeah. Gary Huff: If they get it that communicating and coordinating across people is what’s important from a project manager, that is the type of questions and interactions that you want to get back from them as a good project manager. David Perdew: And I’ll also say if it’s a good project manager, it’s probably somebody you’re going to want to spend time with, believe it or not. Because it’s got to be somebody you enjoy Page 27 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management communicating with. So, if it’s somebody you think, “Oh gosh, I’ve got to call my project manager today because it’s time to check in and I really dread doing it,” then you’ve got a problem. Gary Huff: Exactly. A good project manager helps that communication to be effortless. David Perdew: Okay. Gary Huff: Or helps that communication be important and valuable. David Perdew: Okay. Let’s go to the next. Gary Huff: So, those are the key things about collaboration. I think we’ve hit on most of those. I did have a couple of tips and tools and I know these are probably some of the key one that you want to use. I want to highlight a few some with some caveats. For instance, we talked about – we mentioned that there are these tools that are out there. There are a lot of online project management tools and I don’t specifically endorse or recommend one as the only answer. So, some of the other online tools are things like Basecamp. There are several out there. The one that I use myself is called the Planner and I use it for a specific reason, well, a couple of specific reasons. As a project manager, it handles the scheduling in a way that no other online tool does. So, I look at tools like these because of my project management background. The other thing that this particular tool does, and Basecamp does a very good job on, is it helps in terms of the communication and coordination. So, it provides a platform for you to collaborate on projects. There are other sites out there like Huddle. Are there any other general online sources that you have experience using? David Perdew: I looked at a bunch of them a couple of years ago when I was building my own online project management base for my own projects. And I even bought a couple of tools that were software, self-installs, but I ended up going with Basecamp. And one reason I chose Basecamp was that it was a better communication tool for me. LiquidPlanner looks really interesting to me, though. I love the scheduling and the internal communication that you have there. Gary Huff: Yeah. The nice thing that I like about it is that I have a fully-functioning backend and detailed project management tool. But, for my clients, I can open up what’s called a portal. And Page 28 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management that portal now is a simplified view of their project. They don’t get overwhelmed with all of the project details. They get what I show them and I’m able to interact with them. The other key piece of any of the online project management tools you want to use for collaboration is all of the communication, all of the files, all of the interaction is in one place. How often as a project manager would you deal with this email? “Why didn’t I get that email? Well, send it to me again. I didn’t get that file. I can’t get that.” Having a central place, regardless of the platform, where your communication with your resources and team is centralized streamlines that communication. And that’s critical, especially when you’re trying to get a lot done. David Perdew: So, is this a single user site or is it for a team site, or what? Gary Huff: So for LiquidPlanner, it’s a monthly fee for a user. So I have what they call a workspace that I purchased that’s on a monthly fee. I can’t remember what my monthly fee is. It’s around a $30 range, maybe. But I only have to pay for that for myself, as long as I don’t need somebody else to come in and do detailed scheduling like this. So, I can open up a portal for a client and portals are free. So, from a consulting practice, I can open up a portal for a client to only interact with that client and it’s no additional cost for me. David Perdew: Cool. Gary Huff: So, the pricing structure between LiquidPlanner and like Basecamp is a little different depending on how you’re going to use it. Now, one thing there’s a caveat I always tell folks about LiquidPlanner is that it is a little project geeky. So, to go to that next level and put schedules and coordinate across multiple projects at one time, LiquidPlanner excels. But it’s a little project geeky. So be careful. Try it out. They’ve got trial periods and stuff like that, so try it out and see how it fits. One thing I say is that Basecamp is awesome if you’re using a lot of outsourcers because the programmers use Basecamp. Some of the e-nets and other formats actually utilize Basecamp as one of their tools. So, if you’re going to need a lot of people like that, they’re already familiar

Gary Huff: Project Management with Basecamp, usually. You don’t have to convince them to use a different platform. So, depending upon your business needs is what you would want. David Perdew: Yeah. So I use Basecamp and I’m very happy with Basecamp for what it does. There is a scheduling add-on that I saw and actually bought for Basecamp, but I didn’t like it. And Basecamp is continually adding things and one of the things that they have now is a very good mobile app that goes with that. So, you can look at Basecamp on your iPhone or your iPad and it works as well. Since I’m traveling all the time, I use my iPhone as the command center for my business just about all the time. Now I’ll put the LiquidPlanner link in the question box there for everybody to take a look at; take a free trial. They have a tour for you so take a look at that. I’m also going to add the Basecamp link here as well. And you can take a look at that as well. I put this on the chat box, so you guys should be seeing that. Gary Huff: Now there is something that we may talk more about at the next NAMS. I’m going be doing an investigation on the integrated project management capabilities that’s built upon Google Apps. David Perdew: Really? Gary Huff: It’s interesting in that it is already there if you’re already using Google Docs, Gmail, and stuff like that. And now, it’s a piece that is already there. So, I just became aware of it a couple of weeks ago. I’ve got to do some research in it and see how we can leverage it. Maybe there are some additional options out there. David Perdew: Google’s going to take over the world. They’re free, aren’t they? Gary Huff: They are. Any other questions on the platforms? There are a lot of good ones out there. David Perdew: If people hold on after this call is done, toward the end of the call, I’ll come back and I’ll show you a live view of Basecamp. So, if you just hang on I’ll show you that when we’re done. Gary Huff: Another quick tool. This is a quick one I want to highlight. I came across this one when I was having problems along with what I do with project management. I’m also the technical IT support desk for my mom. David Perdew: Yeah. Page 30 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management Gary Huff: And I was using my Go To Meeting session and trying to have to work on my computer and it’s just frustrating and I found this. Some folks may use this – Go To My PC. David Perdew: Yup. I’ve got that. Gary Huff: TeamViewer is like that. It’s really good. I mean, it just works great. I use it now. My own computers are connected. I can access my computers with my iPad, with my Android phone. I can connect onto my mom’s computer in Arizona from Atlanta. As long as your computer’s on the network, I can get to it. TeamViewer is free for personal use. So, if you’re going to use it for supporting clients and tech support, you know, you should purchase a copy, but you can use it for your personal use for free. It’s definitely worth a look. David Perdew: No kidding? That’s great. Gary Huff: Yeah. So, if you think about it from a project manager’s standpoint, like you said, being virtual on the road, having access. The first time I really got using it was in NAMS6 because now I can take it to NAMS. I would set up a whole workstation. I had my laptop. I have so much gadgetry around me and I can’t get stuff done. Now I bring my little LiveScribe notepad and my iPad and I can go from session to session and have everything I need whenever I need them real quick. David Perdew: This is important to project managers because? Gary Huff: Because, ultimately, you don’t want to be tied down and you want to be responsive. And so what I do is I have the materials I needed on my computer. I was always trying to make sure that I had what the clients needed or I wanted to have access to, the most up-to-date information. Now I have it. It’s on my computer. I can access it anywhere. David Perdew: Okay. Great. Gary Huff: And I can – if I needed to work with folks that I’m supporting, too. David Perdew: So, we have a couple of comments here related to these tools. If you don’t mind, we’ll just hit those right now. Carine says Gantter.com is a project scheduling application that actually integrates Google Docs. I don’t know that one, Gary, do you?

Gary Huff: Project Management Gary Huff: No, I haven’t heard of that one. There’s actually one that I’ll be investigating that is actually from Google. David Perdew: Okay. Gary Huff: My hope is that it integrates better than any of the other third-party apps. But, yes, there are tons of them out there. The key is to find the one that can communicate files and centralize your information in a usable way because, frankly, it doesn’t matter how good it is if you and your team are not effectively using it. It doesn’t matter. David Perdew: And we have two people who are saying that TeamViewer is great, so that’s good. Gary Huff: Good. David Perdew: Okay. Gary Huff: Okay. So, the last thing I’ll mention here in terms of some of my tips is when we think about project management – this is a little bit outside of that area, but one of the other things that I work with clients on is their business model. This book is amazing. It’s fun to look at. It’s a great little reference. It’s available on Amazon. It’s the Business Model Generation. As you’re building up your business, you’re putting up your game plan on how you’re going to build your business and where to spend your time, in essence, and how to leverage your project manager and your time. The Business Model Generation helps you map out your business model and it’s a very cool resource. So, we don’t have time to go over any of the specifics of it, but that is something that we take a look at in terms of a business model. David Perdew: That’s Business Model Generation? Gary Huff: Business Model Generation. David Perdew: Okay. And I’ll put up a link to that in just a few minutes. So, while we are talking about tools and stuff, I’m going to check your presentation here to see if – yeah, we’re coming to the end. So, why don’t you just go ahead and finish this up? Gary Huff: Yeah, this is it. What I had really hoped to accomplish tonight was be able to really get to some of the basics of project management and how it is applied to us as business owners – how we can manage projects better ourselves or look for the right project managers that we can leverage our time with and it’s going to help us grow our business. Page 32 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management The key piece of project managers working for us and with us is on communication. If we get anything out of tonight, remember it’s all about communication and working with folks to get things done. It’s not about writing out a schedule. It’s about effectively collaborating with folks and a few tools and techniques that we use as project managers to help streamline our time. And, with that, I’m always available, especially if any folks have some questions about LiquidPlanner. I have mine set up in a certain way. There might be some other things that they are interested in. They are welcome to reach out if I can help answer some questions. David Perdew: Okay. And people should see Business Model Generation is available at Amazon. They have it for $18.99, so that’s good. I’m going to take the screen back for a second just to show people something that I’m liking a lot. Let me log in before we do it. Somebody pointed this out in our forum the other day and I had not heard of it. Then I looked at it and I am just in love with this tool right now. It is called WorkFlowy. Have you heard of this tool? Gary Huff: It sounds familiar, but I’ve not used it. David Perdew: It’s so simple, it’s ridiculous. Gary Huff: I like that. David Perdew: I’m going to take the screen back. Gary Huff: Can you take it or do you want me to take it? David Perdew: No, I got it. Just wait. Gary Huff: Perfect. David Perdew: Okay. So let me get rid of this. Okay, so this is called WorkFlowy and it’s on workflowy.com. Let me type that into the URL here. It’s so easy and simple. What you do is you create these little lists and it’s like an outliner kind of thing. You can just create a task. It’s almost like a mind mapping software except you can – one of the things I like about this is, for example, if I put a tag on this, I think it’s like this, a tag on here, and it will go into “Do These Things Today.” And what I do is I search for things for today. It shows me what my tasks are for that day, so I could actually schedule these things out by days. So this is for Tuesday, Wednesday, Thursday. And then make a schedule of what I’ve got there. Page 33 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management This is for people who are on a really, really low budget for project tasks and management. I think this is a great little tool. See, I have multiple projects started in here just for capturing what my ideas are. And it’s kind of like an Evernote in that sense, but it also is a great way to do everything, you know. I started trying to figure out what my daily tasks are, what my weekly tasks are, what my monthly tasks are. And I wanted to put those in and, again, probably create some kind of a system around them. Once you click on that little thing here to the right, the little highlighted circle, it will go to that task list as one step down. Did that make sense? Gary Huff: Yeah. That works awesome. And definitely having an ability to put an outline together is a critical piece of being a project manager. Just kind of, if you brainstorm, you just write stuff down without organization, it gets real confusing real fast, especially when there’s more than one person. So, having a tool like this that helps organize thoughts is critical for project managers. David Perdew: Well, one of the other things that I like about this is that you don’t have to have an app for this to work on your iPhone or iPad. You just go to this site and it automatically identifies itself as an iPad or iPhone app and you can use it on your iPhone and keep in sync automatically. Gary Huff: Great. David Perdew: So this is just a nice little simple tool, a cheap and easy project manager that you can create task lists with. And it’s a great way for you to actually create communication tools for you to remind yourself about the things that you need to work with on project management. So, Gary, I want to give you this back so people can – I’m sure you wouldn’t mind answering some questions for some folks if they came back to you. I’ll try to put your contact page back up there, if you don’t mind. Gary Huff: Yeah, please. There you go. David Perdew: So if they wanted to get in touch with you or even talk to you about managing some of their product launches or something like that, they can contact you at this location, right? Gary Huff: Yeah. That’s the best place. And what we’re doing is, we’re actually taking this premise of off-the-chart, meaning, it’s building your business or growing it off the chart and it’s also help me get things done in between times, off the normal grid. And so we’re building out this site that really is a central place and it kind of goes back to the original slide, “Overwhelmed Escape Artist.” Page 34 Copyright (©), All Rights Reserved Niche Affiliate Marketing System, Inc.

Gary Huff: Project Management So there might be some questions folks have that they want to reach out. “How do I organize myself?” or “How I can help alleviate some of the overwhelm I have?” So please, anybody’s welcome to reach out and I’d love to follow up. David Perdew: Okay, great. Also check out Wedoist , another online project management tool. Before we close out, I just want to make a point that project management can be the most valuable thing that you invest in. It is all about getting the right project manager and the right communication skills set up. And that is what makes it effective and that’s what makes it a longlasting relationship, so I really encourage these NAMS 300/400 students, particularly, to look at getting highly involved with good project managers. The other thing I would say is that we have people – one of the things that I always do is if I’m not ready to go more into something, I go halfway into it, which means, I might hire somebody who wants to be trained as a project manager and let that person learn kind of around my dime, but on my reduced dime. There are a lot of people in the NAMS forum, the MyNAMS forum, and you can go to that, the MyNAMS.com site. If you’re a member or not a member, you can get to there – that’s in the public area. You can find a lot of people in there who can do project management for you. So, if you need a project manager, post it in there and we’ll see if we can help you with that. Gary, anything else? Gary Huff: Outstanding. I really do appreciate the opportunity. It’s been a great time. I always enjoy having some time to talk with you. And it’s one of those things where project management is – for some folks, it’s drudgery. For others of us – maybe I’m a little weird, but I like it. And so, that’s the other aspect when you’re looking for folks to partner up with. People that like doing project management do it well because they like it. So those are all the things that encourage me and hopefully tonight everybody’s got a little bit of reason why they like project management. David Perdew: Thank you, Gary. We’ll talk to you soon. Gary Huff: Alright. Take care.

Gary Huff: Project Management

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Gary Huff: Project Management

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