identify and describe project management software
TRANSCRIPT
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An old perspective from the operations and production environment, the Five Ms, has found
its way into helping Credit Acceptance, a financial services company, differentiate between
management and leadership, illustrate the different roles leaders play in an organization,
and teach the skills required to execute these roles.
A DefinitionCredit Acceptance started its leadership development initiative by looking for a definition of
leader that clearly distinguished it from the role of a manager. After reviewing several
definitions, they found that one I proposed seemed to agree most with their philosophy:
"Managers are measured by the value of their output; leaders are measured by the value of
the output of their people." During several leadership development sessions, participating
mangers and supervisors who were exposed to this definition agreed that intuitively the
definition made sense; the challenge was how to operationalize it.
The Five Ms
They found the answer in a structured analysis management model called the Five Ms,which describes how managers in a manufacturing environment obtain and distribute
resources to achieve business objectives.
The most effective managers are those who can effectively obtain and distribute the Five
Ms: money, manpower, methods, materials, and machinery. Each category in the 5 Ms
management model represents a function or a part of a function that contributes to the
bottom line. It was obvious how the model fit in manufacturing, and after discussion, it
became clear how in the world of managing financial services, the Five Ms still apply; but in
the world of leadership development and High Performance Teams, understanding the 5Ms
and what to do with them can add new dimensions.
Getting Started
We launched our operational definition of leadership with the above graphic. We agreed that
the definition of management included such things as putting in place processes, practices,
and principles to achieve business objectives by focusing on the acquisition, management,
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distribution, and measurement of the five types of resources. Once again the people who
focus on operations asked us, "What is different about leadership?
The Leadership Difference
"Only one thing is different about the role of the leader," we said. Showing the next graphic,
we asked the managers, directors, and supervisors what the altered graphic meant to them.As they started to realize what it meant, one said, "You mean that leaders put people
between them and their tasks? If that's so, then how do we make sure that the right things
get done..." His voice trailed off as the light bulb turned on. So we moved forward.
We talked about each of the five Ms separately, then put them together into an operational
system that summarized the focus of leadership. Members of our groups acknowledged that
their role as managers made them responsible, and held them accountable, for thetasks of
the business; and they began to understand that their role as leaders made them
responsible, and held them accountable, for the performance of the people in the business.
Their role as managers held them responsible for the bottom line; their role as leaders held
them responsible for howtheir people contributed to the bottom line. So we explored the Msone at a time and began to introduce what they could do differently as leaders than as
mangers.
Money
Asked what should be in the money category, the group listed such things as P&L (Profit
and Loss), budgets, finance, accounting, collections, etc. Soon they began to acknowledge
that everything in the organization used money to achieve business objectives.
So we asked the leadership question: "In the management model we looked at
first, you were responsible for how money was used. What changes when you look at the
second graphic?" The answer from the leadership perspective was that they were moreresponsible for how their people managed money (financial outputs) than how they
managed it themselves. This was disturbing for some. It meant that a new focus on
individual human performance was going to be required. Financial literacy and the need to
think in terms of economic value took on new importance. The thought that accountability
was one step removed from their own performance was somewhat daunting to many in the
room.
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Methods
Advertisement
The next M we discussed was methods. In the service industry, methods include the chain
of tasks required to create, design, sell, and deliver a service, as well as the systems
created by the infrastructure to support the achievement of business outcomes. In the
management model, the manager, director, or supervisor runs the processes and makes
changes to keep the operation running smoothly and profitably. We asked how that changes
in the second graphic, from the leadership perspective.
Six Sigma training had recently been launched and was beginning to make an impact at
Credit Acceptance. Many easily acknowledged that the person closest to the job knows best
how to fix a process, but for many, loss of control over the details of the process and
subsequently the outcome, was a concern. But after discussion of what effective leaders do
to minimize risk of poor performance in their work area, it became clear that a core
component of leadership from the operations perspective was developing the workforce to
be high performers by teaching them how to map, measure and improve each process that
contributes to customer satisfaction and the bottom line.
Materials
Once defined as the tangible inputs to the creation of goods, materials now include supplies
(tangibles) and information (intangibles). Using the first graphic describing the management
model, members of our groups saw that it was fully on their shoulders to ensure that inputs
were correct, accurate, timely, etc.
The logical next question was: "Does leadership mean that I can hold someone elseresponsible for the accuracy and timeliness of inputs into our processes?" Many found our
answer somewhat upsetting: "Effective leaders are people who give credit to others for a job
well done, but keep the responsibility for themselves when the job misses expectations."
"How could that be?" our groups asked us. "Why should we take the blame for others' poor
performance?"
So we explained it further. "Effective operational leadership means doing whatever you can
to minimize the risk of poor performance from your employees. We arenot saying that your
employees are no longer responsible for their outputs, but weare saying that you are
responsible for helping them develop their skills, for providing them with effective processesor the means to make them more effective. You are responsible for giving them clear and
unambiguous direction, guidance, and support so they can succeed."
We directed their attention once again to the second graphic. "Your people are one of the
key inputs into each of the four Ms. What is one of the key inputs into your people?" They
looked at the graphic and got the message.
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Machines
Both tangibles and intangibles are processed by machines and/or equipment. By now the
groups understood that the effectiveness of machines and equipment was in large part the
result of the waytheir people interfaced with them and each other.
So we took the conversation to another place. "The second graphic shows a somewhatlinear approach to achieving business objectives. What do you think about that?" We were
pleased and inspired when our emerging leaders began speaking about the
interconnectedness of the Ms. They started describing their work in terms of how the
resources interrelated and identifying some ways they might strengthen their employees'
performance.
Manpower: The Behavioral Foundation
The operational leader recognizes that the successful deployment of each of the initial four
resources will be the direct result of the extent to which the manpower resource is hired for
fit, developed for performance, and motivated for excellence. How does the manager asleader fit into that picture?
If leadership means making sure that others successfully contribute to the bottom line, then
the first step is understanding how to communicate effectively with people with various
behavior styles. So we explored style differences and how to alter speaking and listening
styles to increase understanding. We explored the role of manager as leader as being able
to provide the different things that different people need to obtain peak performance. We
reviewed interpersonal barriers and practiced using tools and techniques for overcoming
them. Finally, we returned to the five Ms to apply what we learned about leadership and
management to the way we focus on the bottom line.
Types[edit]
Desktop[edit]
Project management software has been implemented as a program that runs on the desktop of each
user. Project management tools that are implemented as desktop software are typically single-user
applications used by the project manager or another subject matter expert, such as a scheduler or
risk manager.
Web-based[edit]
Project management software has been implemented as web application to be accessed using
a web browser . This may also include the ability to use a smartphone or tablet to gain access to the
application. oftware as a er!ice "aa# is also web-based and has become a common deli!ery
model for many business applications, including Project $anagement, Project $anagement
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%nformation ystem "P$%# and Project Portfolio $anagement "PP$#. aa is typically accessed by
users using a thin client !ia a web browser.
Personal[edit]
& personal project management application is one used at home, typically to manage lifestyle or
home projects. There is considerable o!erlap with single user systems, although personal project
management software typically in!ol!es simpler interfaces. ee also non-specialised tools below.
Single user [edit]
& single-user system is programmed with the assumption that only one person will e!er need to edit
the project plan at once. This may be used in small companies, or ones where only a few people are
in!ol!ed in top-down project planning. 'esktop applications generally fall into this category.
Collaborative[edit]
& collaborati!e system is designed to support multiple users modifying different sections of the planat once( for example, updating the areas they personally are responsible for such that those
estimates get integrated into the o!erall plan. )eb-based tools, including extranets, generally fall
into this category, but ha!e the limitation that they can only be used when the user has li!e %nternet
access. To address this limitation, some software tools using client*ser!er architecture pro!ide a rich
client that runs on users+ desktop computer and replicates project and task information to other
project team members through a central ser!er when users connect periodically to the network.
ome tools allow team members to check out their schedules "and others+ as read only# to work on
them while not on the network. )hen reconnecting to the database, all changes are synchronied
with the other schedules.
Introduction
Since the project management is one of the core functions of a business
organization, the project management function should be supported by
software. Before software was born, project management was fully done
through papers. This eventually produced a lot of paper documents and
searching through them for information which was not a pleasant
experience.
nce software came available for an affordable cost for the business
organizations, software development companies started developing project
management software. This became !uite popular among all the industries
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and these software were !uic"ly adopted by the project management
community.
Types of #roject $anagement Software
% & 'es"top
There are two types of project management software available for project
managers. The first category of such software is the des"top software.
$icrosoft #roject is a good example for this type. (ou can manage your
entire project using $S #roject, but you need to share the electronic
documents with others, when collaboration is re!uired.
)ll the updates should be done to the same document by relevant parties
time to time. Therefore, such des"top project management software has
limitations when it should be updated and maintained by more than one
person.
* & +eb Based
)s a solution for the above issue, the web&based project management
software was introduced. +ith this type, the users can access the web
application and read, write or change the project management&related
activities.
This was a good solution for distributed projects across departments and
geographies. This way, all the sta"eholders of the project have access to
project details at any given time. Specially, this model is the best for virtual
teams that operate on the Internet.
haracteristics of #roject $anagement Software+hen it comes to choosing project management software, there are many
things to consider. -ot all the projects may utilize all the features offered by
project management software.
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Therefore, you should have a good understanding of your project
re!uirements before attempting to select one for you. ollowing are the
most important aspects of project management software/
% & ollaboration
The project management software should facilitate the team collaboration.
This means that the relevant sta"eholders of the project should be able to
access and update the project documents whenever they want to.
Therefore, the project management software should have access control
and authentication management in order to grand access levels to the
project sta"eholders.
* & Scheduling
Scheduling is one of the main features that should be provided by project
management software. 0sually, modern project management software
provides the ability to draw 1antt charts when it comes to activity
scheduling.
In addition to this, activity dependencies can also be added to the
schedules, so such software will show you the project critical path and laterchanges to the critical path automatically.
Baselining is also a useful feature offered by project management software.
0sually, a project is basedlined when the re!uirements are finalized.
+hen re!uirements are changed and new re!uirements are added to the
project later, project management team can compare the new schedule with
the baseline schedule automatically to understand the project scope and
cost deviations.
2 & Issue Trac"ing
'uring the project life cycle, there can be many issues related to project
that needs constant trac"ing and monitoring. Software defects is one of the
good examples for this.
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Therefore, the project management software should have features to trac"
and monitor the issues reported by various sta"eholders of the project.
3 & #roject #ortfolio $anagement
#roject portfolio management is one of the "ey aspects when an
organization has engaged in more than one project. The organization should
be able measure and monitor multiple projects, so the organization "nows
how the projects progress overall.
If you are a small company with only a couple of projects, you may not
want this feature. In such case, you should select project management
software without project portfolio management, as such features could be
!uite expensive for you.
4 & 'ocument $anagement
) project has many documents in use. $ost of these documents should be
accessible to the sta"eholders of the project. Therefore, the project
management software should have a document management facility with
correct access control system.
In addition to this, documents need to be versioned whenever they areupdated. Therefore, the document management feature should support
document versioning as well.
5 & 6esource $anagement
6esource management of the project is one of the "ey expectations from
project management software. This includes both human resources and
other types.
The project management software should show the utilization of each
resource throughout the entire project life cycle.
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Project Management Software
Defnition - What does Project Management Software mean?
Project management software is software used for project planning, scheduling, resource allocation
and change management. %t allows project managers "P$s#, stakeholders and users to control costs
and manage budgeting, uality management and documentation and also may be used as an
administration system. Project management software is also used for collaboration and
communication between project stakeholders.
Techopedia explains Project Management Software
<hough project management software is used is a !ariety of ways, its main purpose is to facilitate
the planning and tracking of project components, stakeholders and resources.
Project management software caters to the following primary functions
• Project planning To define a project schedule, a project manager "P$# may use the
software to map project tasks and !isually describe task interactions.
• Task management &llows for the creation and assignment of tasks, deadlines and status
reports.
•
Document sharing and collaboration Producti!ity is increased !ia a central documentrepository accessed by project stakeholders.
• Calendar and contact sharing Project timelines include scheduled meetings, acti!ity dates
and contacts that should automatically update across all P$ and stakeholder calendars.
• ug and error management Project management software facilitates bug and error
reporting, !iewing, notifying and updating for stakeholders.
• Time tracking oftware must ha!e the ability to track time for all tasks maintain records for
third-party consultants.
https://www.techopedia.com/defnition/13132/project-management-sotware
What does project management software do?
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At the most basic level, project management products will help your
organisation tomanage projects from start to finish, and allow employees
atdifferent levels to have an input into the process.
Project management software has been around for a number of years now
and as a result, it doesfar more than just manage the projects themselves.
Project applications can also carry out scheduling, cost control and budget
management, resource allocation, collaboration,
communication,quality management and documentation or administration.
The aim with these is to handle allaspects and complexities of larger
projects and help keep costs down.
What do businesses tend to use project
management software for?
Projects can be complex and dependent on many differentfactors, departments, and
outcomes.
As such, project software can help to determine which events depend on one another,
how exactly they depend on each other, and what happens if things change or go
wrong.
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In addition, they can schedule people to work on various tasks, and detail the
resources – physical, financial or anything else that are re!uired, and this is called
resource scheduling.
People also use project management software to deal with uncertainties in the
estimates of the duration of each task" arrange tasks to meet various deadlines" and
juggle multiple projects simultaneously, as part of an overall objective.
Types of Project Management Software:
Desktop
#here are different ways in which project management software is made available by
vendors and service providers.
$irstly, organisations can buy it as a desktop package, and this typically gives the most
responsive and graphicallyintense style of interface.
%esktop project management applications typically store their data in a file, although
some have the ability to collaborate with other users, or to store their data in a central
database.
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&ultiple users can share filebased project plans or data held on a database, if only
one user accesses it at a time.
Types of Project Management Software: Client
Server
'erverbased collaborative project management applications are also available. #hese
are designed to support multiple users who are working on different parts of a project.
'erverbased project management systems hold data centrally and can also
incorporate collaboration tools so that users can share knowledge and expertise.
Types of Project Management Software: Web-
based
Project management software can be implemented as a web application. #his is
accessed through an intranet or extranet, or the internet itself, using a web browser.
(enefits of webbased project management applications include the fact that they can be accessed from any type of computer without installing software.
#he software is also automatically updated and maintained by the service provider,
and the nature of the system makes it naturally multiuser.
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Also, webbased software tends to come with a monthly charge which is cheaper than
buying and maintaining the application yourself.
)owever, webbased project software tends to be slower to respond than desktop
applications, and project information is not available when the user is offline.
Types of Project Management Software:
Integrated
An integrated system combines project management or project planning,
with many other aspects of company activities.
$or example, projects can have bug tracking issues assigned to each project" or the list
of project customers can become a customer relationship management module, with
each person on the project plan having their own task lists, calendars, and messaging
functionality associated with their projects.
Five Popular Project Management Applications
*. &icrosoft Project
&icrosoft Project is one of the more popular packages and it now offers a web
interface and deep +ffice, +utlook and 'harepoint integration.
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. &atchware &ind-iew
&ind-iew has an easytouse spreadsheetlike layout, and its mind map option lets
you see your project in visuals, reminiscent of brainstorming bubbles.
. Project /ickstartProject /ick'tart is an easytouse project management package that integrates
with other applications like PowerPoint, +utlook, 0xcel, 1ord, &icrosoft Project,
and A2#3.
4. 5ationalPlan &ulti Project
5ationalPlan &ulti Project has features to manage resources and budgets as well
as multiple projects. It has an interactive 6antt chart, normally available only in
higherend suites.
7. (asecamp
(asecamp is a lowcost webbased project management and collaboration package
which is gaining momentum.
http://www.comp!terwee"l#.com/eat!re/$roject-management-sotware-%ssential-
&!ide
/0. 'asecamp
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'asecamp
is considered the leading project management and colla(oration tool a)aila(le
Basecamp is the grandaddy of project management apps. Basecamp is
considered the leading project management tool around. It boost a simple
and easy to use interface to collaborate with your team and client. It allows
you to create multiple projects and setup discussions, write to-do lists, manage
files, create and share documents, and organise dates for scheduling. It is fully
responsive so you can manage your projects and check statues on your mobile
device on the go. Basecamp’s basic plan starts at !" a month.
/1. Teamwor" $rojects
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Teamwor"
$rojects is the !ltimate prod!cti)it# tool to manage projects with #o!r team
Teamwork #rojects is the ultimate productivity tool to manage projects with
your team. Teamwork allows you to keep all your projects, tasks and files all in
one place and easily collaborate with a team. Teamwork helps you to visualise
the entire project through a marked calendar and gantt chart and setup
reporting.
Teamwork supports file management with $oogle %rive, Bo&.com and
%ropbo&. 's well as integration with leading apps such as third party
accounting software and customer support apps.
#lans only start at (! a month with unlimited users.
/2. *cti)e+olla(
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*cti)e+olla
( (oost ad)ance project management eat!res incl!ding in)oicing and trac"ing
expenses
'ctive)ollab recently released its new version *.". The new revamped app is
now more powerful and focused project management tool. It offers team
collaborating features, task management, time tracking and importing
e&penses. +ne of the biggest asset of 'ctive)ollab is it offers invoicing
features. ou are able to track payments and e&penses and have invoices paid
directly within 'ctive)ollab with #ay#al, and other credit card payments.
'ctive)ollab cloud plans starts at !* a month and they offer a self-hosted
version if you want to run this application on your own web server.
/3. ,oho $rojects
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,oho
$rojects allows #o! to plan coordinate and management a project ecientl#
oho offers a wide range of business software including #rojects. oho
#rojects is an proficient tool to project plan and project coordinator from start
to finish.
It boost all the features you need for project management with some advance
features including reporting, integration with $oogle 'pps and %ropbo&, bug
tracking, setup iki #ages to build a repository of information, forums and
more.
ou can start oho #rojects with a free plan and upgrade to a paid premium
account starting at !" a month.
/4. Trello
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se Trello
to easil# displa# and organise #o!r to-do lists and disc!ssions on a )is!al (oard
Trello isn’t your average project management tool, instead this app is a free
visual way to to glance at the entire project with a single view. ith Trello you
can organise cards, these cards can be your thoughts, conversations and to-do
lists and be placed on a board for everyone to collaborate on.
Trello is absolutely free but also offers a gold package at /* a year, which
e&tends larger attachments, e&tra sticker packs, saved searches and more.
/5. 0ira
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0ira made
specifcall# or sotware de)elopers to trac" iss!es and (!gs and proacti)el# resol)e
them
0ira is specifically targeted for software development teams. 0ira offers
abilities to raise issues and bugs. 0ira makes it real easy to track bugs and see
which issues are still outstanding and how much time was spent on each task.
'tlassian owners of 0ira, also offer other products including )onfluence a
document collaboration tool, and 1ip)hat a team chat and video and file
sharing platform and other products. hich you may integrate with 0ira
seamlessly.
0ira starts at (" for for (" users a month.
/6. *sana
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*sana it
ideal platorm or managing remote wor"ers and reelancers eecti)el#
'sana is a platform that allows you to easily collaborate with remote workers
and freelancers. 'sana’s purpose is to stop working with email as a
communication tool and actions list. Instead 'sana keeps all the actionable
tasks, scheduling, sharing files including with $oogle %rive, %ropbo& and
Bo&.com and receive status updates without using email again.
'sana also comes with mobile apps on both i+2 and 'ndroid, so you can work
anywhere whilst on the go. 'sana starts at !( a month for up to five
members.
/7. $odio
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$odio is a
)ersatile platorm or project managing !se as an intranet and + s#stem
#odio is a ever growing tool to organise and communication tool for any
business. #odio allows you to personalise this platform to fit your business
needs. Besides being able to communicate with a team, setup task
management, use as a file storage system, like a traditional project
management app, #odio can be an internal intranet for all your colleagues and
departments to interact. #odio can also be transformed into a )34 system.
#odio plans start at 5 a month.
/8. 4reedcamp
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5rganise
and plan an e)ent project or e)en a wedding !sing 4reedcamp all a(sol!tel# ree
hatever your project may be, either setting up an event, a web project or
organising a wedding, 6reedcamp helps you organise and plan effectively.
6reedcamp has an organised dashboard to view the entire project at a glance.
ou can easily setup tasks, use sticky notes to visually setup tasks and organise
them into the calendar. 6reedcamp provides advance add-ons for high level
business use including )34, invoicing, issue tracking and setting up wiki
pages.
6reedcamp is free to start with and only add-ons are chargeable.
0/. Wri"e
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Wor"
smarter with Wri"e (# ma"ing s!re #o! are alwa#s on trac" and ha)e the a)aila(le
reso!rces
rike is advance application to help you work smarter. By making sure you
are always staying on track and ensure you have the ade7uate resources to
finish on time and on budget.
2etting up tasks, engage your team and integrate with your business tools
including $oogle 'pps, 4icrosoft 8&cel, %ropbo& and many more is so easy
with rike. ou can even make your emails more productive by converting
emails into tasks with a simple click of a button.
rike is free for the first five users and paid professional plans start at /5 a
month.
9onclusion
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4ake sure when you adopt a project management app it helps to improve your
overall work efficiency and workflow. ou don’t want to select a project
management tool that ends up taking more time to mange than doing the
actual job.
Words9 2teven u
Steven Wu currently runs R & W Media, a Magento agency based in
London. He freuently writes for online and !rint !ublications.
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