Second topic. Management styles. I have an experience of being head of department and having 10 subordinates, I mean accountants and financial specialists working under me. Despite the fact that accountant’s responsibilities itself are routine and there is nothing to use your creativity staff of my department didn’t need constant supervision, they were well disciplined. But my previous boss was authoritarian, he liked disciplinary procedures, detailed description of all business processes, prefered command-and-control style and always trained top managers that decisions must be imposed from above without consultation. Now I work for IT company with matrix structure. As a project manager I involved in a project team work, from initiation stage of the project to the go live. Command-and-control management style is not relevant to our corporate culture. More over SCRUM that is a one of the technique of AGILE methodology is introduced in the company and used in the customer projects. That assumes that project manager and team lead have to pay much attention to empowerment, motivation of team members, improve their leadership skills. Hierarchy in the project doesn’t influence on morale atmosphere, because encouraged management style for PM is participative where employees take part in decision making process. By the way it’s beneficial for PM to involve experts. Value principles of AGILE such as learning, communication, simplicity, transparency, collaboration that we encourage in team work are relevant to a general feeling of well-being on the company.