If IT is the lifeblood of your business — and it is — then IT projects play a vital role in keeping your organization healthy and thriving. These projects can range from small localized projects (first aid) to systemwide enhancements (blood transfusions) to complete digital transformations (something akin to a heart and brain transplant all in one!). IT projects can be proactive or reactive, small or large, quick or years-long.

What’s your gut reaction when you find out about a significant new technology that is likely coming to your business? For some, this news generates excitement as they see the boundless possibilities. Others might feel frustration as they remember the difficulties of the last major upgrade or fear the business disruption that could be headed their way. Both of these responses (and anything in between) are legit.

How much business could your business do without IT? These days, “none” is far and away the most common answer. Yet many organizations struggle with how to approach spending and budgeting related to IT. Information technology may be the backbone of a business, but it usually isn’t front and center in strategic discussions and high-level decision-making. And whatever spending is happening, the budgeting process underneath it often doesn’t scale well.

Every click, swipe, and digital interaction contributes to business outcomes in the modern age. Most of us do digital work to create a valuable customer experience (which may also be entirely digital) and track digital metrics to show business growth or achievement of business goals — and even the goals and growth may be primarily or entirely digital! As businesses adjust to the realities of a digital environment, many are undertaking digital transformation programs.

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No matter what type of business you run, you can’t do it successfully without having a handle on your cash flow. At least not for very long. One of the troublesome parts of dealing with balance sheets and working capital is that expenses are unpredictable, especially if your organization is in a growth phase. Your day-to-day expenses don’t occur evenly, and even if they did, bills don’t come in or come due at even increments.

Every project manager deals with financials on some level: planning the project budget is the project manager’s responsibility, after all. But financial project managers live and breathe it. Let’s take a deep dive into exactly what finance project managers do and the skills they need to succeed.

When it comes to understanding future cash flow, there is no crystal ball — but there are plenty of major clues hiding in your data. Cash flow forecasting or the accounts receivable forecasting process is the method most businesses use to predict future payments and ultimately profitability.

The shift toward product-focused business models has sparked a major demand for product project management within agencies. And in fact, Gartner projects that 40% of large enterprises are moving toward product-centric delivery to drive innovation and commercialization. Agencies working with early-stage founders (where every penny and second counts) need a more adaptable and fluid approach that balances product vision and startup agility.

Computing pioneer Alan Kay once said, “The best way to predict the future is to invent it.” As an agency in charge of developing, launching, and marketing new products, each new product development process is an opportunity for you to mold the future. It’s also a process where a lot can potentially go wrong.