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Production and Project Management: – How to Meet Deadlines?
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Production and Project Management: – How to Meet Deadlines?

A study con­duct­ed in 2011 by PM Solu­tions, a con­sult­ing com­pa­ny, showed that one third of IT projects with a val­ue of up to $75 mln are risky and may be com­plet­ed beyond dead­lines with bud­gets over­spent. Accord­ing to com­pa­nies pre­vi­ous­ly sur­veyed, 12% of projects end up fail­ing, and 25% final­ly get res­cued. Respon­dents rep­re­sent­ed the indus­tri­al field, bank­ing busi­ness, finan­cial account­ing and insur­ance, health­care facil­i­ties, gov­ern­men­tal agen­cies, edu­ca­tion­al insti­tu­tions etc.

In the study, 19% of projects were named as com­plex, 25% — as sim­ple. 31% of projects were clas­si­fied as com­plex, and 26% — as rather complex.
Com­pa­nies employ­ing project man­age­ment method­olo­gies failed to ful­fill their projects in 9% of cas­es, and com­pa­nies which, in con­trast, ignored the estab­lished prac­tices col­lapsed in 21% of cas­es. Facil­i­ties abstain­ing from project man­age­ment method­olo­gies are obvi­ous­ly dis­fa­vored, and respec­tive­ly, the per­cent­age of suc­cess­ful projects is 43% as opposed to 61%.

So let us ana­lyze ways to man­age projects and to suc­ceed, to keep up-to-date with tasks up to the pro­duc­tion phase, and to plan smartly.

10 Key Fac­tors for Projects to Succeed

    Com­pe­tence of Project Man­ag­er (PM).
  1. The project leader’s capac­i­ties and skills are essen­tial. Accord­ing to the find­ings of the study con­duct­ed by PM Solu­tions, 65% of respon­dents not­ed it.
  2. Using a proven method­ol­o­gy or being able to impro­vise. A wide range of prac­tices and method­olo­gies have been cre­at­ed for project man­age­ment. They pro­vide spe­cial prin­ci­ples assist­ing in man­ag­ing most of sit­u­a­tions aris­ing dur­ing project life cycle. Agile method­olo­gies encour­age PMs to impro­vise, and they evolve as mod­ern projects require.
  3. Secure busi­ness plan or project jus­ti­fi­ca­tion. This is the source of project emer­gence ini­tial­ly endorsed by the man­age­ment or cus­tomer. Your busi­ness plan should list and explain all ben­e­fits the project is to yield.
  4. Project suc­cess cri­te­ria should be mea­sured. Set spe­cif­ic and real­is­tic goals for your project team (PT), such as sales increase by 10% over a quar­ter, cre­at­ing soft­ware to ful­fill cer­tain tasks etc.
  5. Detailed plan. Set up fea­si­ble sched­ules, assign pre­cise require­ments for resources, out­line audit events, take risks into account.
  6. Team moti­va­tion. Sup­port it at a high lev­el by mon­i­tor­ing exec­u­tives’ engage­ment in the process, resolve con­flicts and problems.
  7. Abil­i­ty to say ​“no”. Not all PMs and PT mem­bers are able to say ​“no” when it is nec­es­sary. Nev­er promise what can­not be ful­filled. Say ​“no” firm­ly and be ready to jus­ti­fy it.
  8. Pre­vent­ing project sprawl. You should approve the project plan defin­i­tive­ly with your cus­tomer or man­age­ment to cur­tail the amount of extra work.
  9. Risk man­age­ment. We have described the event mod­el­ing method­ol­o­gy to ana­lyze com­plex rela­tion­ships between risks.
  10. Project com­ple­tion. It should be com­plet­ed as soon as project suc­cess cri­te­ria are met. Oth­er­wise, the project will con­tin­ue spend­ing resources or get­ting changed to meet new requirements.

Cri­te­ria for Com­plet­ed Projects in Production

Pro­duc­tion is a project phase encom­pass­ing prod­uct release with prepar­ing prod­ucts to be dis­trib­uted or deliv­ered to the customer.

An adver­tis­ing clip filmed and edit­ed, ready for TV broad­cast­ing or YouTube post­ing, developed
soft­ware deliv­ered for sale to users and fol­lowed-up through the tech­ni­cal sup­port ser­vice, a
com­mis­sioned new build­ing will all util­i­ties and fur­ni­ture – these are spe­cif­ic exam­ples of
pro­duc­tion.

Let us ana­lyze it through the exam­ple of cre­at­ing an adver­tiz­ing clip – how the project has to be 
orga­nized to obtain an inte­gral and fin­ished prod­uct meet­ing the suc­cess criteria.

Project phas­es:
  1. Project ini­ti­a­tion.
  2. Plan­ning of film shoot.
  3. Con­duct­ing film shoot.
  4. Edit­ing.
  5. Dis­trib­ut­ing the filmed material.

The ini­ti­a­tion phase includes video clip con­cep­tu­al­iza­tion – artic­u­lat­ing tar­gets to be hit and suc­cess cri­te­ria to be met. As soon as the goals are set, the Project Man­ag­er may select or devel­op a cer­tain approach for cre­at­ing a video and dis­trib­ut­ing it, he may also draw up a budget.

The PM should take account of a great vari­ety of exec­u­tives to be involved dur­ing this phase:

  • scriptwrit­ers, actors, film direc­tors, cameramen;
  • team in charge of edit­ing the video;
  • investors, rep­re­sen­ta­tives of broad­cast­ing companies;
  • mar­ket­ing experts, promoters.
The PM does not have to be an expert in each field involved in video clip pro­duc­tion. How­ev­er he should exten­sive­ly know the process in gen­er­al to be able to man­age the project in progress.

When the project is ini­tial­ized, the PM should ques­tion him­self about the following:

  • What goals are to be achieved?
  • How to mea­sure the suc­cess criteria?
  • What dis­tri­b­u­tion chan­nels are most suit­able for the future video clip giv­en its for­mat andduration?
  • It is nec­es­sary to involve a film crew or actors? If yes, what will be their particularfunctions?
  • What equip­ment is need­ed for video film­ing, sound record­ing and lighting?
  • Where to shoot the video clip? Are spe­cial per­mis­sions and licens­es need­ed – e.g. to use­drones or to film in pub­lic venues?
  • Will it be nec­es­sary to secure the team against rough weath­er while shoot­ing in openareas?
  • It is nec­es­sary to film a com­plete video clip, or per­haps stock records and ani­ma­tion are­worth including?
  • Is it nec­es­sary to draw up a detailed list of episodes?
Hav­ing answered these ques­tions, the PM pro­ceeds to the phase of plan­ning the film­ing process. He should set a clear plan for process par­tic­i­pants, and pre­pare tech­ni­cal facilities.

Ques­tions for plan­ning before video filming:

  • Is all nec­es­sary equip­ment avail­able? Is it ready for use?
  • Are all process par­tic­i­pants strong­ly aware of their duties?
  • Are you duly pre­pared for the weath­er to occur on the shoot­ing day?
  • Are all nec­es­sary licens­es, per­mis­sions and con­tracts ready?
  • Does your bud­get pro­vide for costs oth­er than film­ing expens­es, e.g. meals, drinks etc.?
  • Have all film­ing scener­ies been packed and made ready for use?
  • What gar­ments will the actors wear? Do they need to be assist­ed by make­up artists orhairdressers?
In the film­ing process, make sure that each detail com­plies with the plan. Cor­rect­ly adjust­ed light­ing will elim­i­nate rough shad­ows, unex­pect­ed flash­es and sil­hou­ettes. The shot sequence should be free of unwant­ed ele­ments, and any sound inter­fer­ence in micro­phones should be detect­ed in advance.

For film­ing in one loca­tion, light­ing sequence has to be pro­vid­ed. Oth­er­wise, any light changes result­ing from weath­er or time of day will be noticed by viewers.

Record the film­ing process: tech­niques whish have worked out and failed, what is miss­ing in the shot, what equip­ment would be need­ed or oth­er­wise, has proven to be unneeded.

Shoot more than deemed nec­es­sary at the out­set. Turn on cam­eras before work­ing basi­cal­ly on the plot, and do not turn them off after the main film­ing has been com­plet­ed. In video edit­ing, you will need what is off screen. 

Essen­tial episodes should be filmed in sev­er­al ways.

Ques­tions to Con­duct Video Filming:

  • If video is filmed in one loca­tion, is every take pro­vid­ed with the same light­ing and film­ing view?
  • Have you real­ized all ideas in video film­ing? If no, how the unused ideas may be used afterwards?
  • Have you obtained enough mate­ri­als from off-screen filming?
  • Has every­thing been packed by the end of the film­ing day?
  • Have you made notes of the film­ing process?
After ana­lyz­ing all your notes made dur­ing the film­ing process, you will be able to quick­ly deter­mine video clips (or frag­ments) to be used in edit­ing. Asso­ci­a­tions and names for frag­ments will save your time which could be spent on search for moments con­tain­ing par­tic­u­lar­ly effec­tive shots or the most per­sua­sive ver­bal cue.

If you have out­sourced video edit­ing, do not for­get to trans­fer your record­ings, and to com­mu­ni­cate the pur­pose of the video by indi­cat­ing plat­forms on which it will be dis­trib­uted. Deter­mine the fre­quen­cy and time for view­ing rough ver­sions of the video clip, and set dead­lines for each phase.

Ques­tions for editing:

  • Will you be able to remem­ber the con­tent of video clips by their titles in six months?
  • Will the edit­ed video suit the select­ed dis­tri­b­u­tion platform?
  • Have you opti­mized the video clip’s export set­tings for shar­ing in social media?
  • Have you obtained the result which was planned?
With pos­i­tive answers to these ques­tions, you may for­ward the com­plet­ed video for pro­duc­tion. Effec­tive project man­age­ment in this exam­ple con­sists in PM’s con­tin­u­ous self­check dur­ing each phase, in ana­lyz­ing details and in work with­in dead­lines and budgets.

Project Plan­ning

Man­ag­ing Project Deadlines

Man­ag­ing project dead­lines, or time man­age­ment, are process­es aimed at com­plet­ing a project
before its dead­line in com­pli­ance with giv­en readi­ness criteria.

Name­ly, 6 process­es are outlined:

1. Iden­ti­fy­ing the scope of operations

Nec­es­sary tasks are iden­ti­fied by using the Work Break­down Struc­ture (WBS). For this pur­pose, the break­down method is used: the low­est lay­er in WBS is found, which can be fur­ther divid­ed into work pack­ages and operations.

Work pack­age is a com­plex of oper­a­tions with com­mon pur­pos­es and func­tions. Oper­a­tions in WBS are works yield­ing def­i­nite results in project implementation.


If your project is major in scope, or if it is long-term, use the ingo­ing wave method to iden­ti­fy the scope of oper­a­tions. Work pack­ages to be ful­filled towards project com­ple­tion are planned in gen­er­al fea­tures. Work pack­ages intend­ed for clos­er phas­es are set up in detail. In draw­ing up the list of oper­a­tions, deter­mine their para­me­ters, as well as audit events – project mile­stones.

Such para­me­ters include oper­a­tion codes, exe­cu­tion time,
exec­u­tive, list of oper­a­tions done before or to be done afterwards.

Mile­stones are events which sig­ni­fy project tran­si­tion into anoth­er phase. They are used to mon­i­tor the course of project imple­men­ta­tion. In con­trast to oper­a­tions, audit events have no fixed duration.

2. Find­ing log­i­cal inter­con­nec­tions between operations.


For this pur­pose, the PT should take advan­tage of the fol­low­ing meth­ods and tools:
  1. Prece­dence dia­gram­ming method or oper­a­tions in nodes. Rec­tan­gu­lar-shape depen­dent oper­a­tions, or nodes, are linked by arch­es on Gantt Chart. Links where the start of an oper­a­tion or its com­ple­tion depends on the start or com­ple­tion of anoth­er one are typical.
  2. Arrow dia­gram method. It has its sec­ond name – arched oper­a­tions. The depen­dence dia­gram shows nodes result­ing from clus­tered arches.
  3. Project sched­ule tem­plates. You may use them to speed up sched­ule preparation.
  4. Deter­min­ing the sequence of oper­a­tions. The imple­men­ta­tion sequence is not sub­ject toany change if the oper­a­tions are strict­ly inter­de­pen­dent. The sequence is also affect­ed by exter­nal depen­dence: equip­ment sup­plies, cli­mate, com­pe­ti­tion etc.
  5. Using leads and lags. On the dia­gram, they are sig­ni­fied with minus­es and plus­es respec­tive­ly. The start of oper­a­tion in three days after the pre­vi­ous one is com­plet­ed will be shown as +3 above the arch link­ing them. Leads are used where one of the depart­ments can pro­ceed to an oper­a­tion han­dled in par­al­lel by anoth­er department.

3. Oper­a­tion resource evaluation

Spe­cial­ists are assigned and equip­ment is allo­cat­ed for the project.
For this pur­pose, such tools are used:

  • expert eval­u­a­tion
  • soft­ware for project management
  • bot­tom-up esti­mat­ing — appraisals of minor project ele­ments are sum­ma­rized by each resource involved in the oper­a­tions planned.
Based on eval­u­a­tion results, the PT dis­plays oper­a­tion para­me­ters – types and amounts of resources required for the oper­a­tion to be exe­cut­ed. A hier­ar­chi­cal struc­ture of nec­es­sary resources is drawn up with a break­down by their types and cat­e­gories. A cal­en­dar of active and inac­tive dates is cre­at­ed for the resource con­cerned. New oper­a­tions may also be added to the list in the course of eval­u­a­tion, and expired ones may be deleted. 

4. Oper­a­tion resource evaluation

Oper­a­tion dura­tion is the num­ber of days required by or for the exec­u­tive (-s) to com­plete the oper­a­tion. Such eval­u­a­tion is made by using WBS and may be clar­i­fied dur­ing the project. For this pur­pose, the PT ana­lyzes the list and para­me­ters of oper­a­tions, require­ments for resources and their cal­en­dar, as well as the project plan indi­cat­ing data on risks and cost of operations.

To eval­u­ate the dura­tion of oper­a­tions, the fol­low­ing tools are used:
  • Para­met­ric eval­u­a­tion: the total num­ber of resources is mul­ti­plied by the oper­a­tion peri­od effi­cien­cy or by the oper­a­tion time amount. The result is divid­ed by the num­ber of resources involved.
R(total)*P(efficien.)/R(involved)=Evaluation

  • Eval­u­a­tion by com­par­i­son with ana­logues: the dura­tion of a pre­vi­ous oper­a­tion sim­i­lar to the planned one by para­me­ters is tak­en as model.
  • Eval­u­a­tion by three points: the PM draws up the most prob­a­ble, opti­mistic and pes­simistic sce­nar­ios. The medi­um eval­u­a­tion of these three ones will serve to appraise the oper­a­tion duration.
  • Reserve analy­sis: the PM may add a reserve to the project sched­ule for risk recording.When data are clar­i­fied, this analy­sis may be mod­i­fied or total­ly removed.

5. Sched­ule development

It is a con­tin­u­ous process with­in a project. Some­times resources and dura­tions require new
eval­u­a­tions.

The PM may use the crit­i­cal way method: com­put­ing approx­i­mate dates for ear­ly and late start, as well as for ear­ly and late fin­ish of operations.
The inter­val between ear­ly and late dates is sig­ni­fied with a time reserve. If it is equal to 0, i.e. the dates coin­cide, such oper­a­tions are enti­tled as crit­i­cal way. Lags in their exe­cu­tion will delay the com­ple­tion of the whole project.

In sit­u­a­tions where the project com­ple­tion date in the sched­ule does not cor­re­spond to the date approved by the cus­tomer, the crash­ing (sched­ule com­paction) method is used. Such method pre­serves the con­tent, project pur­pos­es and time­frame lim­its.

The method con­sists in find­ing com­pro­mis­es to min­i­mize the dura­tion of exe­cu­tion with a max­i­mum increase in val­ue. Inher­ent­ly con­sec­u­tive oper­a­tions may be tried in par­al­lel. How­ev­er this pos­es the risk of fur­ther rework with emer­gence of new risks possible.

Before sched­ule devel­op­ment, the PM may take advan­tage of the analy­sis of pos­si­ble sce­nar­ios by tak­ing both inter­nal and exter­nal risks into account, with resources being balanced.


The first his­togram shows that in the 1st sched­uled week not all resources are involved to exe­cute 4 tasks, where­as in the 4th and 5th weeks resources are over­spent — employ­ees have to work over­time. To redis­trib­ute resources and to bal­ance the load, the exe­cu­tion of the 3rd task is unloaded into the 6th week, and the 4th task is ful­ly trans­ferred to the 7th week.

6. Man­ag­ing sched­ule alterations

The fol­low­ing tools are used:
  • project track­ing sys­tems and alter­ation autho­riza­tion levels
  • mea­sur­ing effi­cien­cy by using the sched­ule per­for­mance index
  • analy­sis of deviations

Qual­i­ty Management

It takes place through­out the project cycle. It con­sists of the fol­low­ing phases:

  1. Con­cept. Artic­u­lat­ing qual­i­ty assur­ance prin­ci­ples to sat­is­fy the demands of consumers.
  2. Plan­ning. Deter­min­ing qual­i­ty stan­dards – inter­na­tion­al, nation­al or cor­po­rate – to meet expec­ta­tions of project participants.
  3. Arrange­ment. Cre­at­ing nec­es­sary tech­ni­cal, man­age­r­i­al and finan­cial con­di­tions to ful­fill project qual­i­ty requirements.
  4. Con­trol. Check­ing the degree of con­for­mi­ty of the cur­rent project per­for­mance fig­ures to qual­i­ty stan­dards specified.
  5. Reg­u­la­tion and analy­sis. Analy­sis of qual­i­ty alter­ations through­out the project, com­pil­ing a list of digres­sions fol­lowed by cor­rec­tive actions car­ried out and documented.
  6. Com­ple­tion. The project qual­i­ty is eval­u­at­ed. A list of claims is drawn up if cer­tain stan­dards are not com­plied with. The obtained qual­i­ty man­age­ment expe­ri­ence is also analyzed.


For qual­i­ty plan­ning, the fol­low­ing tools are used:

  • Prof­it and loss analy­sis. It is aimed at ensur­ing the nec­es­sary ratio between rev­enues and costs in the project.
  • Cost of qual­i­ty. The cumu­la­tive cost of all process­es tar­get­ed at improv­ing the qual­i­ty of a prod­uct or ser­vice is calculated.
  • Plan­ning of exper­i­ments. This is a sta­tis­ti­cal method which stud­ies fac­tors affect­ing the project.
  • Bench­mark­ing. The project is com­pared with sim­i­lar ones.
To ensure qual­i­ty stan­dards for a project, inde­pen­dent audit may be con­duct­ed. The num­ber and
dura­tion of such expert eval­u­a­tions depend on pass­ing the project mile­stones. The cus­tomer or a man­ag­er of the company’s sub­di­vi­sion may request an unsched­uled audit.

The fol­low­ing tools are used for qual­i­ty control:

  1. Con­trol charts
  2. Depen­dence diagrams
  3. Pare­to chart
  4. Cause and effect charts
  5. Inspec­tion and test­ing of standards
  6. Sta­tis­ti­cal samplings
  7. Defect repair checkup

Man­ag­ing human resources in projects

Suc­cess­ful project man­age­ment depends on cor­rect selec­tion of PT par­tic­i­pants. Their roles should be spec­i­fied, teams should be formed for exe­cu­tion and man­age­ment of the project, and an orga­ni­za­tion­al struc­ture should be created.

List of par­tic­i­pants. The project man­age­ment team con­sists of the fol­low­ing members:

  • Super­vi­sor or sponsor
  • Man­ag­er
  • Sys­tem architect
  • Admin­is­tra­tor



Its com­po­si­tion should be suf­fi­cient to man­age resources, exe­cu­tion dead­lines, qual­i­ty, risks and
prob­lems in the course of a project. To dis­trib­ute func­tions and duties in the man­age­ment team, dif­fer­ent role instruc­tions are cre­at­ed. They out­line pur­pos­es, func­tions, author­i­ties and sub­or­di­na­tion of participants.

Project super­vi­sor or sponsor

He effects gen­er­al man­age­ment, allo­cates nec­es­sary resources and fund­ing. He con­sid­ers and approves reg­u­la­to­ry doc­u­ments, ana­lyzes reports about the course of exe­cu­tion. The super­vi­sor also solves prob­lems beyond the manager’s remit.

Project man­ag­er 

He forms the com­po­si­tion of the exe­cu­tion team and that of the man­age­ment team. He is in charge of plan­ning, arrange­ment and con­trol of oper­a­tions. The project man­ag­er redis­trib­utes resources, keeps records of costs. The man­ag­er also inter­acts with the cus­tomer and reports to the supervisor.

Sys­tem architect

He is sub­or­di­nate to the project man­ag­er. He selects or devel­ops a method­ol­o­gy for project
man­age­ment depend­ing on dead­lines and pur­pos­es of the project. The sys­tem archi­tect deter­mines the WBS, resources and qual­i­fi­ca­tion require­ments for exec­u­tives. He pre­pares tech­ni­cal doc­u­ments for the project man­age­ment method­ol­o­gy select­ed, ana­lyzes its intro­duc­tion and sub­mits reports to the manager. 

Project admin­is­tra­tor

He pro­vides the man­ag­er with data nec­es­sary to con­trol project exe­cu­tion. He keeps min­utes of
dis­cus­sions and pro­vides smooth course for doc­u­men­ta­tion. The admin­is­tra­tor also makes sure that the team ful­fills require­ments spec­i­fied in project documents.

If we take IT projects as an exam­ple, exe­cu­tion and man­age­ment teams usu­al­ly include the devel­op­er, admin­is­tra­tor, func­tion­al archi­tect, tester, func­tion­al advi­sor, sys­tem ana­lyst and qual­i­ty man­ag­er. Some team mem­bers may com­bine oth­er roles. The project man­ag­er is able to admin­is­ter a project, the func­tion­al archi­tect may also become a func­tion­al advi­sor. This enables econ­o­miz­ing costs on project execution.

How­ev­er not all roles are com­bin­able. The project man­ag­er can­not be direct­ly involved in devel­op­ment, and the same is about the qual­i­ty man­ag­er and tester.

Team for­ma­tion

The ini­tial team com­po­si­tion is formed based on the gen­er­al WBS. It may be fur­ther altered after a detailed sched­ule is devel­oped. How­ev­er alter­ing the qual­i­fi­ca­tion lev­el of team par­tic­i­pants may both reduce and increase project risks and affect the dura­tion of operations.

The PT pass­es through 4 phas­es. When it is formed, pre­scrip­tive man­age­ment is need­ed for par­tic­i­pants to real­ize their roles prompt­ly. Then they pass through the stage of get­ting used to each oth­er dur­ing which con­flicts are most like­ly to hap­pen. Thus the man­ag­er should com­bine both the pre­scrip­tive style and persuasion.

Ways to set­tle conflicts:
  • Coer­cion against one of the opponent.
  • Smooth­ing controversies.
  • Com­pro­mise which is record­ed in a document.
  • Detailed study of con­tro­ver­sies and adopt­ing a bal­anced decision.
  • Eva­sion – post­pon­ing a con­flict for an indef­i­nite term.
After­wards the PT pass­es through the stage of nor­mal­iza­tion – par­tic­i­pants start work­ing as an inte­gral organ­ism and improve their inter­ac­tion by boost­ing con­fi­dence in their col­leagues. They need moti­va­tion­al man­age­ment. In the phase of func­tion­ing, the team becomes an inte­gral unit, and the man­ag­er del­e­gates powers.

Gen­er­al man­age­ment skills

The project man­ag­er should be able to empathize, encour­age cre­ativ­i­ty and make influ­ence on sub­or­di­nates. His objec­tive is to cre­ate a friend­ly atmos­phere in the team in order to improve inter­ac­tion and reduce the num­ber of problems. 

If PT par­tic­i­pants do not have all pro­fes­sion­al skills nec­es­sary to exe­cute oper­a­tions and work pack­ages, a train­ing process should be planned as part of the project.
For team con­sol­i­da­tion, train­ings are con­duct­ed to dis­cuss both oper­a­tional points and activ­i­ties beyond the project. 

Estab­lished prin­ci­ples ensure work­flow clar­i­ty and make con­flicts less like­ly. The option of flex­i­ble hours, as well as either oblig­a­tory or vol­un­tary nature of over­time work, the pro­ce­dure of busi­ness trips and bonus awards should be explained at the outset.

Ver­dict

Suc­cess­ful project man­age­ment is a com­bi­na­tion of skill­ful plan­ning, dili­gent con­trol and smart team management.

To meet dead­lines, the PM deter­mines audit events, finds inter­con­nec­tions between oper­a­tions, cor­rect­ly eval­u­ates resources and dura­tions of processes.


For suc­cess­ful project release in the pro­duc­tion phase, the man­ag­er will do every­thing to ensure
time­ly cre­ation of a com­plet­ed prod­uct with opti­mal qual­i­ty and by tak­ing into account specific
fea­tures of the company’s activity

reply
Noah Dan 30 April 2019
Very cool! thank
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