Developing Strategic Projects - Project Executive Group

Developing Strategic Projects 

PMI Houston Presentation – July 2008

• A Strategy is a long term plan of action designed to achieve a 

particular goal, most often "winning." Strategy is differentiated from 

tactics or immediate actions with resources at hand by its nature of 

being extensively premeditated, and often practically rehearsed. 

Strategies are used to make the problem easier to understand and 

solve. 

• Strategy is about choice, which affects outcomes. Organizations can 

often survive -- indeed do well -- for periods of time in conditions of 

relative stability, low environmental turbulence and little competition 

for resources. Virtually none of these conditions prevail in the 

modern world for great lengths of time for any organization or sector, 

public or private. Hence, the rationale for strategic management.

The presentation is an overview of systematically planning, developing 

and executing strategic projects. 

• Strategic projects are where the project is HOW one “implements 

the strategy.” 

• Strategic projects require significant differences in approach and 

management, significant skills in all aspects of project management, 

and skills not found in the PMBOK. 

• For example, strategic projects can include 

– capital intensive projects, 

– new strategies for companies, and/or 

– new business automation or ERP systems to increase competitiveness.

The presentation will address strategic issues in 

• Development of the Strategic Decision – What is the STRATEGY? 

• Decision Execution and decision management of that decision 

• Life cycle planning in a strategic project development 

• Project management within strategic project development 

• Financing tools examples for a capital intensive strategic project 

• Risk-based decision support packages in strategic projects 

• Monitoring and delivering on the promise of sanction expectations 

Solid strategic project execution in implementing the strategy.

The Strategic Decision Development and 

Strategy Execution 

Strategy execution has always been one of the more difficult problems in 

business. Creating a brilliant strategy is nothing compared to executing it 

successfully. It has always been much easier to create a strategy document 

than to get employees to abide by it. Many employees don’t even know the 

details of strategies. Plans by senior management are neither attended to 

nor executed. Performance expectations aren’t met. You know the drill. 

Strategy execution has for too long lurched between two extremes. 

1. “strategic engineering,” envisions strategy execution as an engineering 

exercise, and views employees as cogs in a machine well-oiled by 

computers. 

2. “strategic anarchy,” encourages executives to simply get out of the way of 

their employees’ entrepreneurial and innovative energies. “Command and 

control” organizational structures are a relic of the past, according to this 

perspective. 

Neither extreme, of course, is very useful for organizations attempting to 

perform well in difficult and changing business environments. Obviously 

the right answer to effective strategy execution lies somewhere in the 

middle, but how can these extreme views be reconciled?

Development Evaluation & Economics 

Rough Pro-Forma Go/No Go – Using a WBS Approach 

At the very early stage, use this approach for evaluation TIME and MONEY. 

Do a quick risk-based approach with SME’s to develop rough pro-forma and 

stay with Level 1. Work down into Level 2 and lower as more info available. 

Another good approach is to go at it from a “contract” point of view, i.e. what 

would we contract out and in what form to who. They can provide SME info. 

Strategic Project 

Level 1 Level 1 Level 1

Strategic Project Development 

Program at Rice University - 

2008 


Strategic Development – The Strategic Decision

The Strategic Decision 

It starts with the RIGHT strategic decision… 

What is the 

Opportunity? 

What are the 

Alternatives? 

Select the 

Preferred 

Alternative 

Execution 

Operations 

Good Strategic Decision 

and Project Definition 

Good 

Execution 

Poor 

Execution 

Poor 

Definition

IDM (Integrated Decision Management)* 

builds higher quality into a decision process 

Discovery 

Screen 

Opportunity 

A 

Creation & 

Framing of 

Alternatives 

B 

Evaluation 

and 

Agreement 

C 

Fully Develop 

Selected 

Alternative 

D 

Implement & 

Monitor 

Performance 

E 

Process 

Steps 

• Clarify situation 

• Define opportunity 

• Criteria screen 

• Create options 

• Quant. model 

• ID Experts 

• Assessments 

• Analysis work 

• Optimize strategy 

• Resource plan 

• Scheduling 

• Resourcing 

• Project Mgmnt. 

• Tracking metrics 

Decision 

Review Board 

Stop / Go 

or do IDM 

Framing 

Review 

Select 

Alternativ 

e 

Funding 

Approval 

Phase 

Deliverables 

• Business situation 

• Stakeholder list 

• Screening for 

- strategic alignment 

- benefits & risks 

• IDM resource plan 

• Decision Hierarchy 

• Strategy Table 

• Qualitative analysis 

• Influence Diagram 

• Expert identification 

• Analysis plan 

• Financials 

• NPV / EVA 

• Sensitivity tornado 

• Risk profiles 

• Risk reduction & 

contingency plan 

• VOI/VOC 

• Hybrid 

• Options 

• Project work plan 

• Staffing plan 

• Budget 

• Schedule 

• Metrics 

• Earned value 

• Metrics tracking 

• Periodic review 

• Communication 

• Learning 

• Quality audit 

Key 

Participants 

• Project Owner 

• Project Manager 

• IDM Facilitator 


• Project Lead 


• Core team 




• Core team 

• SME’s 

Source: * IDM (Integrated Decision Management) is a process of Decision Strategies , Inc. 



• Implem. Team 



• Implem. Team 

Source: Copyright: 1994 – 2005 Decision Strategies, Inc. Includes material copyright 1994 – 2002 Kenneth R. Oppenheimer

Development Projects Process Groups 

Process Groups 

Core Process Groups & Phases or Stage Gates 

Strategic Decision (IDM) 

Discovery & 

Screen Opportunity 

Framing of 

Alternatives 

Evaluation & 

Agreement 

Fully Develop 

Execute 

Selected 

Alternative 

Decision 

Fully Develop 

Execute 

Selected 

Decision 

Alternative 

Operate & 

Monitor 

Decision Execution (IDE) 

Decision 

Development 

Front-End 

Loading 

Optimized 

Project 

Execution 

Acceptance 

Operate & 

Monitor 

Performance 

Project Management 

Initiating 

Planning 

Executing 

Controlling 

Closing 

Project Development 

Feasibility Phase 

Concept 

Define 

Develop 

Implementation Phase 

Execute 

Accept 

Operate 

Project Finance 

Business Plan 

With Pro-formas 

Offering 

Memorandum 

Contracts & 

Structuring 

Documentation 

& Securitization 

Financial 

Closing 

Monitoring 

& Performance 

Troubled Projects 

Triage 

Turnaround Plan 

Recovery or Salvage 

Turnaround 

Execution 

Turnaround 

Maintenance 

Risk Analysis&Mgt (PRAM) 

Define & Focus 

Identify & Structure 

Ownership & Estimate 

Three Strategic-Level Iterations 

Evaluiate Evaluate & Plan 

Manage 

Execution 

Project Risk Management 

RM Planning 

Identification 

Qualitative 

Assessment 

Quantitative 

Assessment 

Risk Response 

Plan & Mitigate 

Risk Monitoring 

& Control


Strategic Decision Execution & Decision Management 

Pictures from 

“Katrina”

Strategic Decision & Decision Execution 

Process - “Inception to Disposal” 

Decision Management 

Execution Management 

Discovery & 

Screen 

Opportunity 

Creation & 

Framing of 

Alternatives 

Evaluation 

and 

Agreement 

Fully 

Develop 

Selected 

Alternative 

Execute, 

Operate & 

Monitor 

Strategic Decision 

Stop / 

Go 

or do 

IDM 

Framing 

Review 

Select 

Alternativ 

e 

Funding 

Approval 

Decision Review Board Activities 

Execution 

Input 

Decision Execution 


Decision 

Development 

Execution Review Board Activities 

Executable 

Front-End 

Loading 

Notice to 

Proceed 

Optimize 


Execution 

Begin 

Accept 

Acceptance 

Final 

Accept 

Operate 

& Monitor 

Performance 

Strategic 

Disposal 

This provides a consistent terminology and information flow

The Strategy Execution Model 

Corporate 

Strategy 

Corporate 

Structure/ 

Integration 

Strategy Execution 

operates within a 

surrounding context. 

Biz Unit 

Strategy & ST 

Op’g Obj 

Biz Unit 

Structure/ 

Integration 

Incentives 

& Control 

Source: Strategy Execution by Hbrenick

The Strategy Execution Context 

Strategy 

Execution 

Power & 

Influence 

Strategic Fit 

Check 

Ten Schools (of Strategy): 

• Descriptive (3) 

• Prescriptive (6) 

• Hybrid (1) 

Leadership 

Organizational 

Culture 

Strategy 

Execution 

Plan (SEP) 

Change 

Management 


Development 

Execution Results 

Source: Strategy Execution by Hbrenick


Discovery 

Framing 

Evaluation 

Develop 

Alternative 

Execute 

Operate 

& Monitor 

Strategic Decision Execution 

Execute 

Decision 

Strategy 

Execution 

Decision 

Execution 

Strategy is implemented through projects. Every project 

should have a clear link to the organization’s strategy.* 

Decision 

Development


Decision 

Execution 

Decision 

Development 

Major 


Decisions 



Project Risk 


Capital 



Development 

Management 

Management 

Finance 

Stewardship 

Governance 

Strategies 

Decision Hierarchy 

Policy - Decisions already made (policies and strategic decision) 

Strategic - Decisions needed - analyze and make now 

Tactical (execution dependent) - Decisions to be Made Later


Development Project strategies must be determined… 


Strategies 


Decision 

Strategy 

QUALITY 

You must FIRST establish which TWO you are 

going to OPTIMIZE…and in what order…and 

then do the best you can with the last one. 

SOME COMMON PROJECT STRATEGIES 

Negotiating 

Financing 

Contracting 

Procurement 

Operating 

Maintenance 

Constructability 

Strategies 

Strategies 

Strategies 

Strategies 

Strategies 

Strategies 

Strategies 

Human 

Resource 

Strategies 

Partnering 

Strategies 

Local Content 

Strategies 

Host Country 

Strategies 

Economic 

Incentives 

Strategies 

Tax 

Strategies 

Industrial 

Relations 

Strategies 

Risk 

Management 

Strategies 

Alignment 

Strategies 

Optimization 

Strategies 

Sustainable 

Development 

Strategies 

Acceptance 

Strategies 

Exit 

Strategies 

Disposal 

Strategies


Life-cycle Planning

Life Cycle of the Development 

1. Pre-Concept 

2. Concept 

3. Initial Business Case Plan - FEL 1* 

4. Development of Alternatives - FEL 2* 

5. Front End Engineering and Design of Alternative/s - FEED or FEL 3* 

6. Transition Phase - Bridge Between Planning and Execution/Construction 

7. Execute/Construct Phase – Understanding/Managing the Execution Phase 

8. Acceptance Phase - Obtaining a complete and effective project acceptance 

9. Operations Phase - Delivering the Performance/ Upgrades & Expansions 

10. Salvage / Disposal Phase - Planning and Implementing 

* FEL I, II. III are IPA (Independent Project Analysis) process names


• Pre-Concept 

– Back of the Envelope Economics 

– Strategic Fit? 

– Does it make sense? 

Development Funnel 

-30% / + 70% 


2. Concept 

3. FEL I – Business Plan 

4. FEL II – Alternatives 

5. FEL III – Select – Define 

6. TRANSITION Phase 

Execution 

5-10% at Best Financial Closing


Project Management in Developing Strategic Projects

Project Development 


Development 

Concept Define Develop Execute 

Accept 

Operate 

Executable 

Optimize 

Operate 

Front-End 


Acceptance 

& Monitor 

Loading 

Execution 

Performance 

Validate 

Develop 

Design Best 

Transition 

Opportunity 

Best Scope 

Execute Plan 

To Execution 

FEL 1 FEL 2 FEL 3 

Bus. Case Scope Project Plan 

Opportunity Definition F.E.E.D. 

Independent Project Analysis (IPA) Processes 

Integrated Decision Execution (IDE) © 

Objective: Maintain the “value of the strategic 

decision and its options” created during IDM 

while the decision and its project are being 

executed. - David Skinner, Managing Director, DSI

Project Management Process Groups 


Management 

IF this is not happening,… 

You Do NOT have any 

project management going on! 

Initiating Planning Executing Controlling 

Closing 

Initiating 

Planning 

Circutuitos and dynamic 

activity “in each Phase.” 

Phase 

Phase 

Controlling 

Executing 

Closing

Example of a Project Management Methodology 

More than 45,000 people in 50 different countries currently use the 

MPMM Project Life Cycle to deliver projects. MPMM project management 

methodologies are based on the best practice industry standards for 

project management: PMBOK® and Prince2®.

Life Cycle according to the MPMM Methodology 

Initiation involves starting up the project, by 

documenting a business case, feasibility 

study, terms of reference, appointing the 

team and setting up a Project Office. 

Planning involves setting out the roadmap 

for the project by creating the following 

plans: project plan, resource plan, financial 

plan, quality plan, acceptance plan and 

communications plan. 

Execution involves building the 

deliverables and controlling* the project 

delivery, scope, costs, quality, risks and 

issues. 

Closure involves winding-down the project 

by releasing staff, handing over 

deliverables to the customer and 

completing a post implementation review. 

Controlling – you don’t control a project; however 

you “trend and adjust” – actions you take to bring 

the project back on track is the control part. 

You cannot control UNLESS you have already 

planned for action using good risk management 

AND the Risk & Opportunity Register Tool AND 

set a Baseline (needed for Change Management).


Project Initiation is the first phase in the Project Life Cycle and 

essentially involves starting up the project. You initiate a project by 

defining its purpose and scope, the justification for initiating it and the 

solution to be implemented. You will also need to recruit a suitably skilled 

project team, set up a Project Office and perform an end of Phase 

Review. The Project Initiation phase involves the following six key steps:


After defining the project and appointing the project team, you're ready to 

enter the detailed Project Planning phase. This involves creating a suite 

of planning documents to help guide the team throughout the project 

delivery. The Planning Phase involves completing the following 10 key 

steps:


With a clear definition of the project and a suite 

of detailed project plans, you are now ready to 

enter the Execution phase of the project. 

This is the phase in which the deliverables are 

physically built and presented to the customer 

for acceptance. 

While each deliverable is being constructed, a 

suite of management processes are undertaken 

to monitor and control the deliverables being 

output by the project. 

These processes include managing time, cost, 

quality, change, risks, issues, suppliers, 

customers and communication. 

Once all the deliverables have been produced 

and the customer has accepted the final 

solution, the project is ready for closure.


Project Closure involves releasing the final deliverables to the customer, 

handing over project documentation to the business, terminating supplier 

contracts, releasing project resources and communicating project closure 

to all stakeholders. The last remaining step is to undertake a Post 

Implementation Review to identify the level of project success and note 

any lessons learned for future projects.


Financing Tools

Documentation (Security Packages) Risks for Financing 

Organizational documents – such as partnership agreements, joint venture agreement 

and shareholder agreement 

Agreements with Host Country governments – such as a concession agreement, 

governmental licenses, sovereign guarantee and implementation agreement 

Real property agreements – such as title documentation, leases, easements, and 

construction lay-down rights 

Construction documents – such as a construction contract 

Technology documents – such as a license agreement 

Operation & maintenance documents – such as an operating agreement and a spare 

parts supply agreement 

Fuel supply documents – such as a fuel supply agreement 

Utility documents – such as electricity, oil, gas and water agreements 

Off-take revenue documents – such as production sale agreements, energy sale 

agreements, and the like 

Transportation documents – such as transportation agreements 

Financing documents – such as loan agreements, inter-creditor agreements, and 

collateral security agreements 

© 2006 Paul Allen and Hossein Razavi

Risk Issues in Detail – Cross-Border (Political) - 1 

• Currency-related risk 

– Non-convertibility of currency 

– Currency transfer inability 

• Exchange controls 

• Violation of exchange laws 

• Enforcement of transactions in case 

• Exchange permissions and consents 

– Currency devaluation risks 

• Indexing revenues 

• Matching currencies - revenue and debt 

• Raising debt in local currency 

• Derivatives 

• Sharing of risks 

– Offshore accounts 

– Special currency problems in project 

– Advance approvals 

• Consent 

• exemption 

– Currency risk mitigation techniques 

• Payment in hard currency 

• Foreign exchange risk insurance 

• Indexed local currency payments 

• Permits, concession and license risks 

• Expropriation risk 

• Expatriation 

• Change of law 

– Import tariffs 

– Export tariffs 

– Production or consumption controls 

– Taxes 

• Taxes on income 

• Customs duties 

• Withholding tax on payment of interest 

• Nondiscrimination 

– Environmental controls 

– Regulation and deregulation 

• Political violence, civil unrest, war and 

other political Force Majeure events 

• Political collapse and succession 

• Preemption and priority 

• Sovereign risk 

• Breach of undertakings (contract 

repudiation) 


Risk Issues in Detail – Cross-Border (Political) - 2 

• Collateral risks 

– Types of collateral security allowed by 

the Sovereign Government? 

– Local formality compliance? 

– Priority of liens? 

– How is lien enforced? 

– How does foreclosure process work? 

– Collateral trusts 

– Real property issues? 

– Interaction among risks? 

• Law and Legal Systems risks 

– Choice of law? 

– Agent for process and submission to 

jurisdiction? 

– Fees, approvals and filings 

– Legal expertise and experience 

– General business law and regulation 

– Waiver of Sovereign Immunity? 

• Illiquidity of equity investment 

• Freezing or blocking orders 

• Export prohibitions 

• Price controls and regulation 

• Commercial or political – or both? 


Risk Issues in Detail – Commercial 

• Probability of risks into problems 

• Due diligence 

• Feasibility study in Risk Identification 

• Credit risks 

• Increase in construction costs 

• Delay in completion 

• Force majeure in construction contracts 

• Experiences & resources of contractor 

• Building materials 

• Facility site 

• Technology 

• Construction of related facilities 

• Shortfalls in mineral reserves 

• Raw material supply & utilities 

• Creditworthiness of off-take purchaser 

• Market for product of services 

• Shortfalls in anticipated capacity, output, 

and efficiency 

• Operator experience 

• General operating expenses 

• Sponsor commitment 

• Management experience 

• Permits and licenses 

• Political environment 

• Interest rate 

• Force majeure 

• Economic projection and feasibility 

report inaccuracy 

• Environmental 

• Contract mismatch 

• Contract risks generally 

• Commercial risk mitigation 

– Construction Period Mitigation 

• Contractual undertakings; Contingency 

reserve funds & equity & other; Insurance 

– Operations Period Mitigation 

• Contractual undertakings; Contractual 

arrangements; Contingency reserve funds 

• Cash traps; insurance 


Modules in Strategic Project Finance 

Module 

Cost Estimate 

Project Evaluation 

Project Finance 

Developer 

takes 

design basis 

estimate basis 

schedule basis 

+ market survey 

op costs, working 

capital basis 

+ funding basis, 

accounting basis 

taxation basis 

and 

produces 

capital cost 

estimate, draw 

down of funds 

project cash flows, 

IRRs, NPVs, initial 

working capital 

after tax cash flows 

IRRs, NPVs, and 

financial statements 

Draw Down 

Cash Flows 

Cash Flows 

120 

100% 

150 

150 

100 

90% 

80% 

100 

100 

Revenues (Turnover) 

Operating Costs 

80 

U 

S 

60 

$ 

40 

70% 

60% 

50% 

40% 

30% 

Left Scale 

FC 

Yemeni Rials 

Right Scale 

Cumulative 

50 

U 0 

S 

$ -50 

-100 

Revenues (Turnover) 

Working Capital 


Capital Cost 

50 

U 0 

S 

$ -50 

-100 

Operating Phase 

Dividends 

Tax & Production Share 

Debt Service 

----------------------------- 

Construction Phase 

20 

0 

Dec-93 Dec-94 Dec-95 Dec-96 

Half Year Ending 

20% 

10% 

0% 

-150 

-200 

1993 1998 2003 2008 2013 

Year 

-150 

-200 

1993 1998 2003 2008 2013 

Year 

Equity 

Loan Draw Down

Paul’s “Rule of 1/6 th ” for Successful Development Projects 

NTP 

Contractor’s Contract 

Contract 

EPC or Design-Build 

Reward Period 

Uses THIS Completion Date 

For Contract and Managing Expectations 

IN the Money 

Contract 

Penalty Period 

1/6 Buffer 

Time & Money 

NTP 

Owner’s Project NPV 

Basis of the Investment 

Uses THIS Completion Date 

For Economics and Managing Expectations 

Contractor 

is OUT of 

the money 

PROTECT 

The Buffer!


Risk-Based Decision Support Packages 

Picture from a balcony of 

a church in Bay St. Louis 

Katrina 30+ ft storm surge

Decision Support Package A: Strategic Decision 

Policy Decisions - Already Made 

Capital is available from the parent company for good 

investments 

Financial guidelines include a 12% cost of capital discount 

rate 

Deadline for a recommendation is tomorrow 

Strategic Decisions - for Team Focus 

Plant size - 0, 25, 50, 75 or 100 mcf 

Location - Deer Creek or Future Supply Area 

Facility - Leverage Deer Creek or Build New 

Return on Investment 

Meet Producer’s 

Current and Future Needs 

GasCo 

Corporate Value - NPV 

Plant Capacity 

And Utilization 

Future Strategic Value 

Reputation 

$ MM NPV 

(10) 0 10 20 30 35 40 

Utilization 

Tactical Decisions - to be made later 

Operator ship - internal control or outsource 

Specifications - electric or gas drive, etc. 

Sulphur handling - production or injection 

Capital 

Risk 

Producer 

Contracts 

Influence the 

Competitor 

Design and 

Operating Results 

Competitor’s Move 

Fees / Volume 

• Reserves - current deliverable and future 

• Capital costs of project 

• Economics of the operation 

• Competition in the area 

• Future projects and strategic value 

• Early abandonment costs 


Capital Costs 

Abandonment Costs 

Current Contracts 

Beat Competition 



Wait for Future 

Forecasting 

Reserves 

For Future 

Competitive 

Intelligence 

Marketing 

Operations 

Contracts 

(Utilization) 

Operating 

Costs 

Forecasting 

Competitor 

Actions 

Current 

Reserves 

Fees 

Operations 

Strategic Planning 

Future 

Projects 

Costs to 

Abandon 

Strategic 

Value-NPV 

Operating 

NPV 

Capital 

Investment 

Engineering 

Corporate 

Value 

12% WACC 

Lifetime years 

+ residual value 

Investment 


$ 23.4 Capital 


$ 31.2 Capital 

Wait for Future 

$ 0 Capital 

Competitor 

Competitor Out 

Competitor In 

Competitor Out 

Competitor In 

Utilization 

Fully Utilized 

Partial Utilization 







NPV 

$ 11 M 

$ 6 M 

$ 1 M 

$ (4) M 

$ 36 M 

$ 21 M 

$ 19 M 

$ (2) M 

$ 0 M 

Source: Copyright: 1994 – 2005 Decision Strategies, Inc. Includes material copyright 1994 – 2002 Kenneth R. Oppenheimer

Decision Support Package B: Breakeven & NPV

Decision Support Package C: Risk & Cash Flow


Monitoring & Delivering on the Promise! 

Strategic Project Development 

Program at Rice University - 

2008

The FIVE Points (Pareto way for Execution Monitoring) 

1. Establish the Project Optimization Policy at the very beginning of the project 

AND STICK WITH IT! 

2. Establish a complete Project Execution Plan (PEP), ensure its clear link to the 

Strategy Execution Plan for real support, and then keep it updated WEEKLY 

keeping a register of updates. 

3. Establish a thorough AND complete Risk & Opportunity Register including 

the qualitative and quantitative risks & opportunities AND their mitigations with 

contingencies and triggers for the immediate implementation of any 

contingencies needed to protect the project. 

4. Develop & Maintain* a Risk-Based Fully Integrated Master Schedule 

5. Develop & Maintain* a Risk-Based Fully Integrated Master Budget 

*Monthly during Planning, Weekly during Execution

www.projectexecutive.com/

Websites 

Visit the following sites 

– www.palisade.com – looking at Decision Tools (risks overall with full suite 

of tools including decision tree - PrecisionTree) 

– www.pertmaster.com – looking at Pertmaster (risks in schedules) 

– www.crystalball.com – another modeling tool for risk 

– www.mindtools.com – source of knowledge in various areas for free 

– www.mindtools.com/dectree.html - basics of decision trees 

– www.treeage.com – basics in creating decision trees 

– www.managepro.com – srategy performance management software 

– www.projectexecutive.com – Project Executive Group site for lots of info 

Paul’s personal website specific pages for review 

• http://members.aol.com/AllenWeb/index.htm 

• http://members.aol.com/AllenWeb/decision.html - Decision Support Package 

• http://members.aol.com/AllenWeb/change.htm - Managing Others’ Expectations 

• http://members.aol.com/AllenWeb/planning.htm - see Scope of Feasibility - Financial 

Analysis – …(analysis of the cash flow of the project),,,

Developing Strategic Projects - Project Executive Group

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?