Successful Solutions Through

Agile Project Management

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An ESI International
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 Abstract
Today’s business climate is both dynamic and complex. Management faces changing
requirements and increasing demands, as well as tight budgets and fast turnaround
demands. Organisations are struggling to do more with less — fewer resources,
including less money, and, in many cases a reduced workforce. Therefore, it is essential
to optimise every aspect of business, particularly project management. There is no
question that performance and outcome are on top of everyone’s mind — this is a
reality for public and private sector entities, as well as for non-profits.

Traditional project management is task-driven and predictive; in other words, it

assumes that circumstances affecting the project are predictable. Agile project
management, on the other hand, operates well in a more fluid, more adaptive
environment. Agile project management is a highly iterative and incremental process
in which constant communication between the customer (end user) and the project
team, which includes functions of project management and business analysis, is an
inherent and critical element to success.

This paper highlights an approach for adopting the agile project management frame-
work, identifies key challenges to implementing agile approaches, and showcases the
roles of project management and business analysis in that context.

2 Successful Solutions Through Agile Project Management

Introduction
In spirit, both traditional and agile project delivery embody similar principles and
practices that aim to deliver measurable results. Traditional project delivery can be
described as a “waterfall” approach, which presumes that the requirements, expecta-
tions, duration, activities and outcomes of projects can be predicted accurately and
planned in a sequence before any actual development activity takes place. As a
result, in actual practice, the following factors generally are significant limitations of
traditional project delivery:

1) Clients typically have difficulty in articulating all project requirements at the

front end.

2) The ultimate goal is to produce a comprehensive requirements document for

sign-off by the users/customers before development can occur.

According to Sanjiv Augustine, agile project delivery “is a way of managing projects
to deliver customer value via adaptive planning, rapid feedback, continuous improve-
ment and intense human interaction and collaboration” (16). Delivering “customer
value” is a key aspect of agile project delivery. Agile project management is con-
ducted through the collaboration of a small, co-located team that usually consists of
the customer/end user, a project manager, a business analyst (or the role of business
analysis) and specialist(s). Specialists could include system developers, subject matter
experts, IT architect and/or the sole person with specific knowledge or expertise who
understands how all the project pieces fit together.

Successful Solutions Through Agile Project Management 3

© ESI International, Inc. 2010. All rights reserved.
 What is Agile Project Management?
Jim Highsmith, one of the originators of the Agile Manifesto and a recognised expert in
agile approaches, has defined agility in project management by the following state-
ments: “Agility is the ability to both create and respond to change in order to profit in
a turbulent business environment,” and “Agility is the ability to balance flexibility and
stability” (16).

In contrast with traditional project methods, agile methods emphasise the

incremental delivery of working products or prototypes for client evaluation and
optimisation. While so-called “predictive” project management methods assume that
the entire set of requirements and activities can be forecast at the beginning of the
project, agile methods combine all the elements of product development, such as
requirements, analysis, design, development and testing — in brief, regular iterations.
Each iteration delivers a working product or prototype, and the response to that
product or prototype serves as crucial input into the succeeding iterations.

Agile theory assumes that changes, improvements and additional features will be
incorporated throughout the product development life cycle, and that change, rather
than perceived as a failing of the process, is seen as an opportunity to improve the
product and make it more fit for its use and business purpose.

The Agile Manifesto

Dating back to the 1950s, traditional project management emerged from the
construction/engineering and defence industries. Evolving from a meeting in 2001
of major software development and IT industry leaders who were concerned about
creating better project management results for their clients, agile project manage-
ment is a twenty-first century management approach. The 2001 meeting of experts
resulted in the Agile Manifesto. The Agile Manifesto, written by a group of advocates of
iterative and incremental development methods, is the foundation document of the
agile movement, and, in combination with a set of 12 agile principles, sets forth the
underlying philosophical concepts of agile project management. It is important to
note here that agile project management encompasses all aspects of project delivery
and not just on the sole function of project management practices. It is inclusive of
all business analysis, systems analysis and development, as well as all levels of quality
assurance and testing.

The manifesto is included here to enable the reader to understand that the “Go Agile”
service’s objectives are to help transition an organisation from its current projects
delivery approach to one that is compatible with the principles outlined in the
manifesto (Agile Manifesto).1

1  As Highsmith has done in his book Agile Software Development, we have replaced “software” with “product” in the
Agile Manifesto to make it more general.

4 Successful Solutions Through Agile Project Management

 Manifesto for Agile [Product] Development
“We are uncovering better ways of developing products by doing it and helping
others to do it. Through this work we have come to value—

• Individuals and interactions over processes and tools

• Working products over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value on the items on the right, we value the items on the left
more.”

Principles Behind the Agile Manifesto

• “Our highest priority is to satisfy the customer through early and continuous
delivery of valuable [products].

• Changing requirements should be welcomed, even late in development. Agile

processes harness change for the customer’s competitive advantage.

• The delivery of working [products] should be frequently, from a couple of

weeks to a couple of months, with a preference to the shorter timescale.

• Business people and developers must work together daily throughout the
project.

• Projects should be built around motivated individuals. Give these individuals

the environment and support they need, and trust them to get the job done.

• The most efficient and effective method of conveying information to and

within a development team is face-to-face conversation.

• Working [products] is the primary measure of progress.

• Agile processes promote sustainable development. The sponsors, developers
and users should be able to maintain a constant pace indefinitely.

• Continuous attention to technical excellence and good design enhances

agility.

• Simplicity — the art of maximising the amount of work not done — is essential.
• The best architectures, requirements, and designs emerge from self-organising
teams.

• At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behaviour accordingly.”

Assuming that your project involves innovation, requires unique expertise and needs
a timely turnaround, an agile project approach can provide the solutions or outcome
that you need.

Successful Solutions Through Agile Project Management 5

© ESI International, Inc. 2010. All rights reserved.
 Key Challenges to Implementing
Agile Development and Project
Management Frameworks
The migration from traditional product development and project management
methods to agile methods requires substantive changes in the manner in which
certain functions — such as gathering user requirements, deriving a project schedule,
engineering the product, managing the team and measuring progress — are per-
formed. The variations between traditional and agile methodologies, detailed in Table
1 below, indicate that “organisations must rethink their goals and reconfigure their
human, managerial, and technology components in order to successfully adopt agile
methodologies” (Nerur et al., 75).

Traditional Agile
High-quality, adaptive software can be
Systems are fully specifiable, predictable, developed by small teams using the principles
Fundamental and can be built through meticulous and of continuous design improvement and testing
Assumptions extensive planning. based on rapid feedback and change.

Control Process centric People centric

Management Style Command-and-control Leadership-and-collaboration

Knowledge Management Explicit Tacit

Self-organising teams — encourages role

Role Assignment Individual — favours specialisation interchangeability

Communication Formal Informal

Customer’s Role Important Critical

Project Cycle Guided by tasks or activities Guided by product features

Life cycle model (Waterfall, Spiral, or some

Development Model variation) The evolutionary-delivery model

Desired Organisational Mechanistic (bureaucratic with high Organic (flexible and participative encouraging
Form/Structure formalisation) cooperative social action)

Technology No restriction Favours object-oriented technology

Table 1. Traditional versus agile software development

6 Successful Solutions Through Agile Project Management

Companies wishing to adopt agile development and project management frame-
works must overcome the following key challenges:

Misconceptions about Agile Approaches

In the debate about traditional versus agile methods, many myths and misconceptions
have evolved on both sides of the conversation including:

• Agile methods are just thinly disguised hacking

• Agile practitioners look on requirements definition and design as “not adding
customer value” and as “ceremony” to be avoided

• Agile practitioners do not plan

• Agile methods conflict with PMI’s A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) and traditional project management practices

• Agile projects can be done quicker, with fewer resources and without a project
manager

Project Portfolio Management

Agile approaches are best suited for innovative, exploratory/experimental, “never-
been-done” projects such as new software systems with requirements emerging
as development proceeds or new product development efforts for a quick-moving
marketplace like consumer electronics. Agile approaches are probably not the best
fit for repetitive, well-documented, low-variability, low-uncertainty, production-style
projects. Project portfolio management (PPM) is a criteria-based decision making
model for allocating scarce organisational resources to the most critical programmes
and projects. Companies have to view “traditional” and “agile” projects within their
portfolios through different lenses. Where traditional projects may be funded using
a well-worn forecasting process, a company calendar (e.g., fiscal quarter or year), or
project milestones, agile projects may have to be funded iteratively based upon their
deliverables and changing requirements. Many organisations have difficulty managing
a bifurcated project portfolio.

Organisational Structures and Cultures

It is important to recognise that moving to an agile framework is also an exercise in
cultural migration. Depending on the geographic location, the business (i.e., products
and services delivered), and the organisational structures and culture, some firms
will make the journey from traditional methods to agile methods in an enthusiastic
and seamless fashion, others will display considerable resistance to the agile ideas,
and others are simply a poor fit for these approaches. For example, highly regulated
industries that require extensive bureaucracies, intricate processes or detailed docu-
mentation will probably lack tolerance for the lean, nimble, artifact-light approach that
an agile advocates. Within a company, the challenges in migrating from a traditional
environment to an agile environment involve resistance and objections that may occur
at three levels:

PMBOK® is a registered trademark of the Project Management Institute, Inc.

PMI® is a service mark and trademark of the Project Management Institute, Inc., and is registered in the United States
and other nations.

Successful Solutions Through Agile Project Management 7

© ESI International, Inc. 2010. All rights reserved.
 1. Management Level
Executive and senior management commitment and support is critical for adopting
agile. Key management concerns that must be addressed include:

• Predictability — Traditional managers like to work within predictable environ-

ments that allow them to outline detailed requirements, plan a complete project,
forecast the budget and manage resources. Agile keeps their focus on the
delivery of value to the customer, rather than strict compliance to a rigorous set
of procedures, and it values inventiveness and innovation over predictability and
unchanging processes.

• Extensive Time Commitment — Managers must be prepared to accept and

sponsor the intensive level of collaboration and involvement that agile methods
require. They may have to forgo written status reports in exchange for the daily
stand-up meeting.

• Resources Management — Instead of being task managers, they must be ready

to trust their project teams to be self-directed, and to tolerate a bit more resource
risk as they discover which team members are prepared to take the leap to agile
approaches.

• Risk Management — Managers must prepare to accept the reality of project

uncertainty, risk and cost, and abstain from arbitrary schedules and budgets,
self-delusive “happy talk” or unrealistic “death-march” styles of management.

• Metrics and Measurements — Managers have to accept that the traditional

ideas of success and failure will be transformed in an agile environment. Success
will not be measured by compliance to plan or strict change control. Instead it
will be measured by the outputs delivered by the project teams. In case of earned
value management, credit will be given for the products, features and functions
delivered and not by the tasks completed by the project teams.

2. The Team Level

Teams that harbour misconceptions that agile teams do not plan, cannot estimate, do
not document and cannot scale can be significant impediments to any agile migration.
A central tenet of the agile movement is the requirement for highly skilled developers.
Since agile teams are expected to be small, self-governing and self-regulated, there is a
high expectation in regard to the personal attributes of team members — they should
enjoy the special challenges of working in an agile environment, be prepared to
forego personal recognition in favour of team accomplishment and enjoy working in a
highly transparent environment in which their work products, creativity and diligence
are visible to their teammates and customers.

3. The Stakeholder/Customer Level

The trepidations that customers and stakeholders express include the fear that scope
will lurch out of control. They will lose the traditional signposts of progress on which
they have come to rely, and estimates of time and cost will not be available to help
them allocate budget and staff. They also convey unique concerns, such as the agile
requirement for intense collaboration and constant availability, and its affect on their
own workload. Sales and management teams may express concerns about “account
management” as customer representatives are integrated into agile teams.

8 Successful Solutions Through Agile Project Management

Aside from the resistance and objections that may occur at the above mentioned three
levels, consideration regarding the transition from traditional project management
and project teams also pose a challenge to transitioning to an agile environment.

Project Manager versus Project Leader

The traditional project manager (PM) who manages the triple constraints (scope, time
and resources) through the use of a project plan will need to change his/her approach
to managing the agile team. The successful agile PM must migrate from management
to leadership, from monitoring compliance to enabling self-direction, and from acting
as a foreman to becoming a facilitator of creativity and innovation.

Distributed Resources and Virtual Teams

A key concern of organisations that wish to adopt agile is the question of dispersed
and virtual teams in agile environments. Communication, collaboration and customer
interaction are key tenets of agility and many of the agile methods require attendance
at a daily session. Therefore, the ability to form and manage teams across multiple
geographies and times zones through the use of video, collaboration tools or other
virtual techniques is critical to the success of agile projects. Additionally, teams
in which PMs and developers are working on many projects at once add to these
concerns.

A High-Level Approach for Adopting the

Agile Project Management Framework
To adopt agile project management, companies must take an iterative (or an agile)
approach to introduce the framework within their organisations. They must become
familiar with agile frameworks, assess their current capabilities to adopt agile project
management develop and implement short-term and long-terms initiatives, and
adopt the framework over a period of time.

Learn about Agile Project Management

Before launching the “transformation to agile” project, it is important for key execu-
tives, senior managers and project managers/leaders to learn about agile frameworks,
the Agile Manifesto, and the lexicon that surrounds agile. Learning can be achieved by
taking courses, by reading books and publications, and referring to web resources,
such as the Agile Alliance and the Project Management Institute (PMI®).

Assess Organisational Readiness

“Are we ready to execute an agile project?” is a question that can be answered by
conducting “Strengths and Weaknesses” and “Organisational Readiness” assessments.
The organisation needs to identify and evaluate the various organisational forces in

Successful Solutions Through Agile Project Management 9

© ESI International, Inc. 2010. All rights reserved.
 place that may help or hinder its transition to agile project management. Executives
and senior managers need to determine:

• Degree to which the organisation values innovation and creativity over organisa-
tional stability

• Degree to which the organisation can make independent, product-related

decisions without consulting other organisations

• The organisation’s willingness to accept and work with uncertainty

• The organisation’s ability to allocate resources full time to one project rather than
assign to multiple projects

• The organisation’s ability to understand and embrace multiple approaches to

documenting and measuring project progress

• Degree to which the organisation is able to partner with their customers

Assess the Project Portfolio

As previously mentioned, agile approaches are best suited for innovative, explora-
tory/experimental, “never-been-done” projects and not the best fit for repetitive,
well-documented, low-variability, low-uncertainty, and production-style projects.
Executives, senior managers, and project managers/leaders review the project
portfolio and divide it into two discrete portfolios by determining which projects are
best suited for agile project management and which are suited for traditional project
management frameworks.

Assess Project Manager (PM) Readiness

“Are the PMs ready to execute agile projects?” is a question that can be answered
by conducting a “Project Manager Readiness” assessment. Executives, business
managers, and all project managers need to determine:

• Degree to which the project manager focuses on the customer rather than on
following standard project management procedures

• Degree to which the project manager values innovation and practical processes
over sticking with the plan

• Degree to which the project manager is comfortable with an uncertain and

changing environment

• Project manager’s skill and commitment to sharing information as needed with

all stakeholders

• Project manager’s level of commitment to the team and the willingness to

promote team collaboration

• Project manager’s ability to motivate the team, delegate, and then get out of
the way

10 Successful Solutions Through Agile Project Management

Assess the Project Team Readiness
“Are the project teams ready to function within agile project management?” is a
question that can be answered by conducting a “Team Readiness” assessment for
each team member. Executives, business managers and the PMs need to determine:

• Team members’ ability to make independent decisions

• Team members’ commitment and capability to collaborate and work as a group
• Degree to which the team members can communicate in person
• Degree to which the stakeholder is willing and able to become a team member
• Team members’ ability to problem solve and come up with new ideas
• Team member’s knowledge and experience with the application area and the
tools for creating the project result

Analyse Existing Product Development and

Project Management Methodologies
The organisation’s culture, structure and methodologies will determine the effort
required to transition to agile project management. Therefore, it important for
executives, business managers and PMs to clearly understand:

• Which existing processes, tools and templates for executing projects can be
applied to the agile project management framework?

• How will jettisoning certain processes and structure impact the business?
• How much effort and investment in time and resources will be required to
develop new tools, templates and processes?

• Will the metrics and measurement techniques to determine project success (or
failure) need to change?

• Will reporting methods be different for agile versus traditional projects?

• How will stakeholders and customers react to the change?
• How will the existing culture and organisational structure be impacted by agile
project management?

Organic Implementation: One Small

Project and One Team
Once the company makes the decision to give agile project management a try, it is
critical not to turn the implementation into a “big bang” project. Instead the company
should select a small (and relatively easy) project from its “innovative projects
portfolio” and build a team to execute the project. This will require assigning the right
PM (see “Assessing PM Readiness” above) and the most experienced team members
(see “Assessing Project Team Readiness” above) to the project. Once the team has
been formed, it goes through formal training to learn about agile and led by the PM
with the help of the project sponsor(s), executes the project in an iterative manner
using agile methodologies.

Successful Solutions Through Agile Project Management 11

© ESI International, Inc. 2010. All rights reserved.
 Characteristics of an As the project progresses, the team and the organisation conduct “Reflection
Workshops” to assess the maturity and improve the team and the organisation’s
Agile Project
capability to execute agile projects. Over time, the organisation can use the lessons
• Innovative/experimental learned to build more teams and execute more projects using the agile project
management framework.
• Requires active
engagement/input on With respect to your organisation, you may be able to conduct an evaluation in-
the customer’s part house. Alternatively, you may choose to seek outside support to help you determine
• Needs a team of highly your organisation’s readiness for embarking on a project using agile project manage-
ment techniques.
skilled and motivated
professionals In order to determine if agile project management is right for you and your organisa-
• Requires close communica- tion, your readiness assessment also needs to include an understanding of when
completion is (or will be) achieved. “When is ‘done’ done?” What is the answer to this
tion within the team and
question? What characteristics define project completion? As stated before, agile
with the customer for
project management focuses on an iterative, incremental process — “user stories”
optimal outcome
(more on this later) articulated at the onset and as the project evolves. Success is
achieved if the changes, improvements and additional features developed over the
life of the project result in the vision that the client provided and the solution that
the team developed and tweaked. The end product of agile project management is
successful because of the opportunities along the way to make improvements and fit
the end product/solution to its business purpose.

Functions of the Project Management

and the Business Analysis in an Agile
Environment — Do You Need Both?
Now that you have decided that agile project management fits your project and your
needs, let us take a look at the functions of project management and the business
analysis in the context of a project using the agile project management approach. In
order to examine their respective roles, it is helpful first to review the characteristics
of agile project management compared to traditional project management by
considering the chart that follows:

Agile PM Traditional PM
Focuses on team communication and
interaction Focuses on processes and tools

Places priority on developing software

and/or solutions that will be progres- Anticipates limited changes and requires
sively modified and improved comprehensive documentation

Emphasises the importance of customer Emphasises the importance of contract

— project team collaboration and daily negotiation and tasks delineated in the
communication contract

Features flexibility and response Works the plan; follows the plan to
to change the end

12 Successful Solutions Through Agile Project Management

Keeping in mind the characteristics outlined on the left side of the chart, we need
to examine three terms — envisioning, requirements and user stories — all of
which are integral elements of agile project management. In short, the envisioning
process focuses on the content (“vision”) of the project, including the purpose of the
project and what it is expected to accomplish. The term requirement focuses on
understanding the user’s (client’s) needs to solve a problem or achieve a solution or
objective. A focus on requirements is usually the function of a business analysis. As
outlined in the IIBA® Business Analysis Body of Knowledge® (BABOK® Guide), there are
four categories of requirements with two sub-categories:

• Business requirements — enterprise/organisational needs, goals and objectives

• Stakeholder requirements — those elements that act as connectors between
business requirements and other classes of solution requirements and the way in
which a given stakeholder will interact with the solution or end product

• Solution requirements — attributes or characteristics of a solution that achieve

the business and stakeholder requirements, including:
ȜȜ Functional requirements — behaviour and/or information that the solution
will manage
ȜȜ Non-functional requirements* — circumstances or environment in which the
solution or end product must be able to operate
• Transition requirements — temporary capabilities to transition from current to
future state, typically through solution assessment and validation
*In a traditional project management context, this might be called “quality of service” requirements.

Business analysis focuses on all aspects of requirements facilitation, development

and management at all levels. If the agile project team is a highly experienced and
motivated team that can conduct the functions of business analysis skilfully and
properly, it can be argued that a separate business analysis resource may not be
needed. It is critical, however, to evaluate the expertise and experience of the team
thoroughly, particularly the background of the project management, to ensure that
skill sets include the areas of elicitation, analysis and assessment — key elements of
the business analyst’s role — all of which are essential in understanding the features
that the user is describing.

That brings us to user stories. In an agile environment, user stories typically are
developed by the client and the session for user story development is led by a team
member who has the requirements facilitation skills of business analysis. This session
lead can function in the capacity of project management or business analysis. User
stories focus on the features that clients (users) expect to be available or inherent
in the end product or solution. Features are defined as a product capability (valued
by the end user or client) that contains one or more functions and that also includes
typical aspects of a solution. Clients (users) describe their expectations or needs using
informal, “plain language” stories or descriptions — “user stories.” Then, through
interaction and communication with the client, the team collaboratively develops the
product or solution features.

IIBA®, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute
of Business Analysis. These trademarks are used with the express permission of International Institute of Business
Analysis.

Successful Solutions Through Agile Project Management 13

© ESI International, Inc. 2010. All rights reserved.
 What happens to the function of the business analysis in user story development? In
many cases, business analysis serves as a conduit between what the client (user) has
identified as stakeholder requirements and the ability to transform those features
into functional requirements. Moreover, in business terms, business analysis makes
sure that the user (client) and stakeholders are defining what they need and what
they want in terms of meeting the business goal or need by ensuring that the detail
function or feature(s) in the user stories are clearly articulated in the end product or
ultimate deliverable.

As stated earlier, in order to ensure success, it is essential to conduct a team readiness

assessment before embarking on an agile project where requirements development
and management leverages the use of user stories. This team readiness assessment
ensures that the project team has the right experience, leadership and competence
to perform in an agile setting. After that, you can decide if the unique project that
you are undertaking needs both — a separate function for project management and
business analysis or if a combination of both is appropriate. The case certainly can
be argued that both serve essential and necessary roles in successful agile project
management.

The Future is Here

Although the agile movement was the “brain child” of the software development and
IT world, it has grown and evolved over the past several years. There is no question
that today agile project management can be, and has been, applied successfully
to a broad range of projects. Users and stakeholders have benefited from the agile
project management approach — one in which the end user and the project team are
partnered in a collaborative effort focused on the project vision and the end result.

14 Successful Solutions Through Agile Project Management

References
Highsmith, James A. Agile Project Management: Creating Innovative Products. Boston:
Addison Wesley, 2004. Print.

“The Agile Manifesto.” www.agilemanifesto.org. Ward Cunningham, 2001. Web.

Nerur, Sridhar, Radhakanta Mahapatra, and George Mangalaraj. “Challenges of

Migrating to Agile Methodologies.” Communications of the ACM, Volume 48, no. 5
(2005): 75. Print.

Augustine, Sanjiv. Managing Agile Projects. Prentice Hall, 2005. Print.

Guide to the Business Analysis Body of Knowledge (BABOK®) v.2.0. International Institute
of Business Analysis (IIBA®), 2009. Print.

Nee, Nancy Y. “Ensuring Requirements Gathering Success in an Agile Environment.”

ESI Horizons. July 2009. Web. 15 March 2010.

Successful Solutions Through Agile Project Management 15

© ESI International, Inc. 2010. All rights reserved.
 The ESI Solution
Transitioning to an agile approach from a traditional approach can often be challenging.
ESI offers a variety of solutions to help successfully implement an agile approach within
your organisation. ESI’s Executive Sessions help identify a strategic approach to sup-
porting and championing agile. Our assessments determine the preparedness of your
organisation, as a whole, to shift to agile or look into your current agile approach and
determine areas for improvement. To help equip agile teams with a thorough knowledge
and comprehension of the competency, skills, concepts and tools, ESI developed an Agile
Project Management course. And, finally, once an organisation is prepared to transition to
agile, ESI provides coaching and mentoring services to the project team, through Impact
Workshops or one-on-one consulting, to ensure that the application of agile is properly
implemented.

ESI International, the leading provider of project management, programme management,

business analysis and contract learning programmes has helped some of the world’s
most successful organisations drive results. Our top-quality performance improvement
programmes and consulting services have enabled domestic and international corpora-
tions and public agencies to enhance their employees’ skills and talents and improve their
internal systems and processes. With the support of our educational partner, The George
Washington University in Washington, DC, ESI has helped more than one million profes-
sionals and 1,000 clients worldwide achieve individual and organisational objectives.
+44 (0)20 7017 7100

For more information about how ESI can help your organisation, call us
at +44 (0)20 7017 7100 or visit our website at www.esi-emea.com.

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