Wrike vs Clickup: which Project Management software you should choose for your business?

In this article, we will help you explore the key features of two giants in project management software, Wrike vs Clickup.

Let’s visualize the scene. You have finally decided to adopt a unified system for tracking projects and for assigning activities to your work team. So you hope to optimize the time you spend every day juggling shared folders, e-mails, paper notes, worklog files scattered everywhere: therefore you are looking for a single tool that allows you to manage all these aspects in a single platform.

But which one to choose?

The transition will certainly take some time, a lot of data will have to be transferred to the new system and you will face resistance from someone.

You are quite sure that you will have to choose between one of the two “big names” of the project management market, Wrike vs ClickUp and you would like this rating not to take up too much time. Usually these software offer a free two-week trial: but for those who wants to start soon, knowing that the learning curve could be long, it is important to speed up the software testing phase.

And this is where we meet you. In fact, we have tested the two most popular software in depth and we can provide you with a detailed analysis of the main features by comparing them and highlighting their pros and cons. We’ve tried to anticipate the questions you might ask and have broken down the top issues by topic.

In general, you need to know that you will not regret the path taken and that adopting a good project management system will bring you undoubted benefits. Both in terms of optimizing time and resources, and in terms of quality of the level of collaboration within the team.

In fact, numerous researches have shown that sharing of information and individual empowerment of workers, such as when they obtain the management of project phases, increase overall productivity and team satisfaction. This is all easier said than done when you learn to use good tools.

But let’s get to the point and start with the analysis of the single functions of these software, Wrike vs Clickup, divided into macro areas.

Wrike vs Clickup: Project planning and Gantt diagram

The first aspect that we have considered concerns a tool that project managers deem very useful in terms of visual impact.
If you have done some researches in this field you will most probably know what it is. Put simply, it is a horizontal bar graph showing the various phases of a project between a start and an end date and the possible relationship between the phases.

During our study of this aspect within the two examined software, we were impressed by a good usability of the tool in both. But in particular we liked Clickup for a small but useful detail: a green bar showing the entire duration of the project phases by making a sum between the activities present within it.

gantt wrike vs clickup

In both software we found it useful to see the assignee’s name on the project phases, and yet it would have been even better in our opinion to be able to display further information, such as the project’s code, which many companies use for immediate identification.

In Wrike it is possible to enter your days off, as we will see in the next point, and this has an impact on the Gantt chart and on the duration of the project in general, since it causes the slipping of all the activities planned for those days and all those connected to them. Consequently the project extends beyond the planning.

Moreover, the project manager does not receive a notification of the changes that have occurred and therefore we consider this method quite unacceptable for the achievement of good results. On Clikpup the problem does not arise because employees cannot directly insert days off. Therefore, even if this is a general shortcoming, at least it does not affect the timing of the projects.

Wrike vs Clickup: Workload

The second aspect that you will improve with the adoption of a project management tool is the management of the workload. In fact, this is a factor that plays a key role in the success of a project given that it is normal to have your staff involved on several fronts. Calculating the load of each resource is essential to understand who and when will be able to complete the assignments. If we unify management systems, this work will certainly be faster and more effective.

In Wrike , we have found workload management simple and intuitive . You can manage this aspect in the “Tools” area and this allows you to easily move the assignments from one user to another, when the load is excessive. To calculate the total load, Wrike lets you to enter the number of hours required for each task per day, even if it is not possible to change the dedicated hours among the days.

workload wrike vs clickup

Unfortunately in Wrike it is not possible to set daily working hours other than 8 and the project manager cannot enter their empoyees’ days off, since users can only enter their own hours: this is a little limitation in workload management processes. Perhaps in a slightly less intuitive way, Clickup instead proposes the insertion of a maximum number of daily tasks for each employee as a solution, but it does not allow you to indicate the hours for each project. We believe that this method is very simplistic because it does not take into account the substantial differences that may exist in the use of resources depending on the planned activities.

As for Wrike, also in Clickup it is easy to reallocate activities among the personnel involved, however the system lacks a bit in accuracy. Furthermore, Clickup does not support tools for managing hours, holidays and leaves while Wrike does not have worklog recording.

So, even if Wrike’s workload management is more accurate than its main competitor, in our opinion it would be useful to go a step further and allow the load to be allocated dynamically, with an optimized distribution that assign hours dedicated to projects differently among days, depending on whether or not the resource is engaged on other fronts.

Wrike vs Clickup: Agile management with Kanban board

To identify which between Wrike vs Clickup offers a better approach to the Agile methodology, we mainly focused on the composition of their Kanban board. This is a sort of “whiteboard” in which the project activities appear as post-it notes arranged in columns based on their production status and it is much loved by those who want to speed up times in updating data.

Also in this case, the two platforms proved to be aesthetically pleasing and easy to use, but Clickup scored slightly higher for allowing to customize the statuses of the task phases . Not only those standard statuses (typically: to be done – in progress – to be approved – closed) but all those you need and with a customisable label.

kanban wrike vs clickup

It would have been even better to give the possibility to organize the columns according to different criteria other than the status, but in general we found this function satisfactory.

Wrike vs Clickup: Cost management

And here we are at the last point taken into consideration in this Wrike vs Clickup challenge and also the one that has scored more sore points in our view. Cost management doesn’t offer any further advantage compared to the mere use of classic spreadsheets and therefore the only advantage is the usage of a unique platform. But the project manager will have to enter everything manually and define the values to be analysed without any support from the system.

Neither platform has automatic calculation functionalities and the project budget is an almost accessory value, of no use with the basic features.

Wrike catches up a bit in its “Enterprise” version since it offers the possibility of downloading advanced reports with different predefined templates from which to start for cost monitoring.

budget wrike vs clickup

But one needs high-level skills to understand how the Report section works, since it is very unintuitive compared to the rest of the platform, and this could discourage small managers or those who are beginners on the subject.

What if there is a third solution?

We examined four specific topics that we consider fundamental in the project management sector and our “Wrike vs Clickup challenge” has broken even personal ranking. Although they both offer a solution to the four topics, neither of them is totally exhaustive.

The inefficiencies we found make us affirm with certainty that there is a third way: Twproject. We have tested the functionalities of the two biggest project management platforms on the market and we have discovered that all their features are handled with greater accuracy in Twproject. In particular:

1. Project planning and the Gantt diagram: setting up project timelines and the dependencies between its phases is the basic work of the project manager that must be done carefully, considering multiple aspects and not just the availability of a worker.

gantt twproject

Therefore our choice in Twproject is to let the availability of employees be managed independently based on their time sheets, but the absence of an employee will not change the dates of the project and its phases, but simply the workload will be recalculated.

Twproject’s Gantt also offers the possibility of dynamically managing dependencies between phases, which do not necessarily have to be consequential and without intervals between them, as is the case elsewhere.
Furthermore, it offers an integrated view with ToDo lists, also allowing them to be edited from the Gantt itself, thus integrating two of the main project management tools in a single view.

2. Workload: the workload distribution in Twproject is really dynamic and optimized, qualities that other software lacks. This is what our smart time management looks like.

workload twproject

In the image, the different colors represent different projects and the dedicated hours change according to the load of each single day. In fact, Twproject uses a load distribution algorithm that optimizes resource capacity, it does not simply sums up the values entered by the user.

Twproject also distinguishes between project, routine and ‘spot’ activities, making it possible to plan more realistically the timing of activities.

3. Agile management with Kanban board: here Twproject takes a further leap compared to its competitors Wrike vs Clickup and allows you to view the columns of your Kanban according to other criteria in addition to the status. In fact, it may be useful for you to view as many columns as you have Projects: you can easily move the To-Dos from one project to another. Again, you can have Assignees organized into columns and move tasks from one person to another or even distribute unassigned tasks. Also if you wish, you can view the To-Dos in Priority columns and then reassign them accordingly.

kanban board twproject

4. Cost management: as we have seen, budget planning is practically not contemplated in the two software analysed. On the contrary, with Twproject, cost management is a function of paramount importance and really allows you to take care of this need completely within the software, without the need to use additional external tools. Our software follows you step by step in the creation of the project budget as it has a dedicated report for each ongoing project and also for its sub-phases and activities.

budget twproject

In this table, the project manager can enter the planned cost and its actual application, divided between personnel costs and ancillary costs, estimated and actual.
In fact, only Twproject allows you to indicate the hourly cost of employees and as they insert the hours worked on projects: these will increase the expenses incurred on a project or one of its phases. At the same time, the project manager can record all additional costs, starting with estimated budget and then entering the actual expense items later.

In this way you can always keep expenses under control and compare them with the planned costs. You can possibly adjust the data over time and the system will warn you in case of overrun of the planned budget.

Put us to the test

The fact that Twproject has turned out to be better, even compared to the big names, in many key aspects, is due to the experience acquired in over twenty years of activity. Since the first release of our software, we have dealt with different needs of large and small companies and found ad hoc solutions for each of them.

Twproject offers you fifteen days free trial, during which you can take advantage of the advice of our support team.

Let us know if you try it and don’t forget to share your experience with us.

Try the alternative choice with Twproject.

ToDo list and Gantt are now together: a new view to simplify meetings

During project meetings, would you like to always have the ToDo lists at hand when consulting the Gantt? It is now possible, thanks to the new functionality developed by Twproject.

It is thanks to our continuous listening to our customers’ needs, and the efforts we make to turn these needs into growth opportunities, that Twproject’s Gantt now offers a unique and comprehensive overview.

The role of the Gantt in project meetings

This significant new functionality stems from a need that arose during project meetings; several project managers reported having difficulty switching between the two most frequently used views in these situations: the Gantt chart and the ToDo lists.

In other words, there was a need to have a synthesis between the general view on the structure and timing of the project (the Gantt) and its punctual development marked by the execution of single activities (the ToDos). The two aspects are in fact extremely interconnected, as a phase cannot be considered closed if all the activities associated with it have not been carried out.

Of course, the Gantt is definitely the main tool that we chaeck during project meetings, or at least it should be. Having an overview of the timelines and dependencies between phases is crucial for informing the entire team about the progress of phases.

Good use of the Gantt allows for crystal-clear communication with the entire team; in fact, this fundamental tool works when it concentrates much of the information in itself and becomes the ‘command centre’ for the entire project.

The new feature in Twproject: Gantt and ToDo list together

Twproject’s Gantt is one of the most dynamic that has ever been developed: it allows you to act in real time on all its components, by moving dates, creating various types of dependencies and managing milestones. In addition, it allows you to operate in ‘test’ mode and only save changes at a later stage, to explore various possible scenarios.

Furthermore, the data contained within it updates automatically as operators complete tasks, enter worklogs and so on. And finally, the Gantt also links and interacts with other important functions of the application such as assignment and workload management.

Now it takes a step further: it connects the Gantt view to ToDo management, thanks to a simple interface that allows you to see a summary of activities for each phase, and also their detailed list, allowing you to act on them in real time.

Let us now see all these innovations in detail.

The ToDo summary for each phase while consulting the Gantt

Show ToDo data

By clicking on this icon in the horizontal function bar of the Gantt, and selecting ‘ToDo data’, it will be possible to display a summary of the ToDo status for each individual project phase in a new column of our Gantt.

The overview will show a column with a summary of the ToDos (open – closed – total) for each individual phase. And all this will be visible without having to open additional pages.

ToDo summary in Gantt

This new way of reading the Gantt and ToDo summary together is useful to see at a glance where delays are accumulating and/or where there is the greatest active workload.

The extended list of ToDos in a side tab to the Gantt

Show ToDo lists

Then, if you want to have a detailed overview, you can click on the ToDo list button, which will show the extended list of ToDos for each phase in another window which can be placed side by side with the current one.

By clicking on the various phases within the Gantt, the list will update showing the ToDo’s for each selected phase.

ToDo list and Gantt side by side

By default, the list shows open ToDos for active phases and closed ToDos for completed phases. But this display can of course be changed using filters. For example, if you also want to see closed tasks for a phase that is still in progress, just set the filter ‘Status’ to all so that you see the complete list of open, closed, or else, ToDos.

From this window you can also act on the ToDo list as usual, adding items to the list, changing assignments, dates, priority, etc.

In short, it will be possible to act instantaneously without losing focus on the overall point of view and at the same time share these operations with everyone involved.

Final remarks

As anyone who frequently conducts project status meetings knows, one of the main causes of wasted time in these situations is the inability to keep the focus on the topic. Vagueness, in short, is always just around the corner when there is so much data and information to analyse.

This is solved by using more comprehensive and accurate tools that allow us not to lose the thread and keep the focus on the details we want to examine.

With Twproject, it is easier to have all the available data at hand and thus to keep a clear and transparent line, sticking to the real situation.

We have seen that a contextual action on the Gantt and ToDo lists is very useful during meetings (and not only) and allows an insightful and detailed view at the same time, involving the whole team in the path to results.

To get to know this and many other very useful features for the development and management of your projects, you can try Twproject for free for 15 days. Start now and promote transparency and sharing within your team!

The new feature is waiting for you

Project Management 2024 Events in Italy and the World

Events 2024 in Italy and worldwide focusing on project management offer a wealth of learning and networking opportunities for professionals in this industry.

In Italy, the project management sector is growing, thanks in part to the many events that offer professionals and enthusiasts the opportunity to expand their knowledge and skills.

This article will showcase the major Italian and international project management events 2024.

Project Management 2024 events in Italy

Let’s have a look at an overview of the main 2024 events in Italy on project management:

PMexpo 2024 (October 4, 2024)

PMexpo is the major Italian event dedicated to project management. It will take place on October 4, 2024, at the Centro Congressi Auditorium della Tecnica in Rome.

The event is hosted by ISIPM (Italian Institute of Project Management) and is a unique opportunity for industry professionals to engage with the latest news and best practices.

Although the program for PMexpo 2024 is not yet public, there will be plenty of keynotes, parallel sessions, workshops, and laboratories, as there were in the last edition.

Forum nazionale di Project Management (June, 14 2024)

The forum hosted by the federation of 3 Italian Chapters, is one of the most important events at the Italian level for disseminating project management culture.

Last October 6, we attended it with our Twproject booth to support the event held at FICO Eatalyworld srl in Bologna.

forum project management italia

The 2023 edition had the theme “Food for Thoughts,” which stressed the importance of an innovative and creative approach in project management, comparing nourishing the body with food to nurturing the mind with innovative ideas and creative solutions.

The 2024 edition, however, will take place in Rome on June 14 and focus on “The Omniverse of Project Management”.

The event aims to provide an in-depth insight into the world of project management, exploring the various interactions between the activities performed by project managers and different operating environments, regardless of the specific context.

The main focus is to illustrate what PMI Italy Chapters call the Project Management Omniverse. This concept encompasses the peculiarities, characteristics, and contexts of projects, directly influencing the project manager’s responsibilities and actions. For more details, visit the official website pmi-centralitaly.org.


The Associazione Italiana Project Manager promotes project management culture in Italy. Although specific details of the 2024 events are not currently available, the association is organizing various webinars and meetings. To keep up to date with upcoming events, visit assopm.it

PMday Italia

This is the annual event focused on product management, organized by 20tab, a training and consulting company specializing in product management.  

The 2023 edition of PMday Italia was dedicated to “The product manager of the future” and over 700 people attended, hosting talks by product management experts worldwide.

As we eagerly await what’s new for 2024, you can already register for the fourth edition of PMday Italy. This event is open to all product management professionals, regardless of their experience level, students and industry enthusiasts.

International Conference on Project Management, Planning and Control (ICPMPC)

This conference is hosted by the World Academy of Science, Engineering and Technology and will cover project risk management, project planning and control, resource management and more.

It will occur in two Italian cities – May 2 and 3 in Rome and June 21 and 22, 2024 in Venice.

International Conference on Civil Engineering Projects, Planning and Management (ICCEPRPM) e International Conference on Civil Engineering Planning and Project Management (ICCEPPM)

These events offer valuable opportunities for project management professionals to learn, share experiences, and network. For more details, visit conference websites or use index indexes such as Conference Index.

Both will be held on April 4 and 5, 2024 in Venice and July 22 and 23, 2024 in Rome.

2024 World Events on Project Management

Now let’s take a look at the major international events in 2024 focusing on project management:

  • Regional Scrum Gathering Tokyo (January, 10-11 2024): an annual event for Scrum practitioners with keynote sessions, speakers, and networking opportunities. It will focus on the power of networking opportunities and offer a Coaches Clinic with experienced Agile coaches for tailored guidance.

  • Project Management Symposium (April 18-19, 2024): an event covering a range of global insights on project management. Sessions in 2024 will explore Lean and Agile methodologies, federal program management, and Project Management 4.0.

The conference topic is “Project Management in the Age of Artificial Intelligence” and will explore many aspects of the AI-PM intersection, including new project skills, ethical frameworks, sustainability, learning models, teams and collaboration, and more.

  • Project Summit Business Analyst World (April 22-24, 2024): is the main event in North America for Project Managers and Business Analysts. It will feature senior speakers from various industries worldwide and offer talks, workshops, panel discussions, and networking. The event will be held in Orlando, Florida.

  • Global Scrum Gathering 2024 (May 19-22, 2024): A not-to-be-missed event in New Orleans, Louisiana, for agile professionals of all levels. It features:
  • In-depth sessions focusing on agile methodologies and practices.
  • Customized coaching opportunities
  • Networking to connect with other agile professionals and share experiences and knowledge.
  • Career support

  • Agile on the Beach (July 4-5, 2024): it is an event focused on Agile methodology. It features a unique location by the sea in Falmouth, UK, and a mix of talks, workshops, networking opportunities, and social events.

It is held in a relaxed and inspiring environment, perfect for those seeking to blend professional development with an inspirational setting.

  • Agile2024 (July 22-26, 2024): this conference is held in Grapevine, Texas, and is focused on exploring, innovating, and advancing the values and principles of Agile. Hosted by the Agile Alliance, it is regarded as a premier event for project management professionals interested in the Agile approach. Agile2024 is suitable for both seasoned Agile professionals and those new to Agile, offering sessions suited to different levels of experience and interest.

The project management event scene in 2024 is rich and diverse, offering numerous opportunities for professionals from around the world.

Joining these conferences provides valuable opportunities for project management professionals to stay current on the latest trends, expand their skills, and connect with other industry professionals worldwide.

Work together with your team effectively

7 project management books to read on vacation

Are you looking for project management books to read on vacation?

You are in the right place!

Summer is a great time to relax, replenish your energy, and read.

If you are passionate about project management or wish to improve your skills in this domain, there is no better time to dive into inspiring books.

This article will introduce you to 7 project management books that will provide new perspectives, strategies, and valuable tips for successfully tackling your professional projects.

7 project management books to read on vacation

1. The Lean Startup

If you want to explore new approaches to managing projects and starting new entrepreneurial ventures, “The Lean Startup” by Eric Ries is an excellent choice.

This international bestseller offers a revolutionary methodology for launching new businesses efficiently and with minimal waste of resources.

In his book, Ries explains the idea of “Lean Startup,” where the principles of Lean thinking and Agile methodology are applied in the business world.

Through successful examples and real stories, the author explains how to quickly validate business hypotheses, gather customer feedback, and iterate continuously to develop successful products or services.

“The Lean Startup” offers an alternative to the traditional approach of detailed planning and long-term development, instead promoting speed and adaptability. This book is precious for those entrepreneurs and project managers working in uncertain and volatile environments, providing tools and strategies to manage and mitigate risks.

This book will inspire you to think innovatively, experience, and learn quickly from the market. You will be able to adapt to ever-changing customer needs with Lean startup principles and develop successful business projects.

2.Project Management for Dummies

One of the most popular and valuable books for project management newbies is “Project Management for Dummies” by Stanley E. Portny.

This practical and user-friendly guide offers a comprehensive introduction to project management, explaining the basic principles and best practices in a simple and understandable way.

Through real-world examples and practical advice, the book will help you master essential project management skills such as planning, executing, and controlling projects.

detto fatto

3. Getting Things Done

One of the most common challenges in project management is effectively managing time and tasks. “Getting Things Done” by David Allen is a book that offers a proven system for organizing work and maximizing productivity.

The GTD (Getting Things Done) method is based on principles such as accurate information gathering, clear action definition, and priority planning.

This book will guide you through implementing the GTD system, helping you create an organized environment and effectively manage your personal and business-related activities.

By creating action lists, managing projects, and adopting productive habits, you can overcome daily challenges with greater efficiency and peace of mind.

It is also helpful for those wishing to develop more efficient work habits and reduce stress from poor time management.

4. Crucial Conversations

Difficult conversations are inevitable in a project management environment.

Crucial Conversations” by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler is a must-have guide to dealing with critical discussions constructively and effectively.

By reading this book, you will gain access to practical tools that will help you effectively manage conflict, solve problems, and communicate clearly and empathetically.

Additionally, you will learn how to establish an open and conducive environment for dialogue and maintain a level head even in the most intricate of situations.

5. The Mythical Man-Month

The Mythical Man-Month” by Frederick P. Brooks Jr. is aproject management classic that addresses the challenges of coordinating and managing resources in complex projects.

This iconic book provides a deep understanding of the problems that occur in large projects and presents Brooks’ laws and the concept of “adding people to a late project.”

By reading this book, you will acquire a unique standpoint on managing complex projects and the dynamics that can affect them.

6. Fiabe della buona notte per Project Manager

If you want a more casual yet entertaining and thought-provoking read, “Fiabe della buona notte per Project Manager” by Luigi Russo is the perfect book.

In this original book, Russo uses the format of fairy tales to present typical project management situations and dynamics allegorically.

Each fairy tale offers a valuable lesson and clever humor to make reading more enjoyable. This book is an excellent choice for relaxing under the umbrella, chuckling, and, at the same time, contemplating the challenges of project management.

Remember that reading does not always have to be serious and challenging, and this book perfectly demonstrates how you can learn while having fun.

7. Project & Process Management

If you are looking for a comprehensive project and process management guide, you cannot miss “Project & Process Management” by Stefano Setti.

This book provides an integrated view of both disciplines, offering a broad overview of fundamental principles, methodologies, and tools for project and business process management.

Thanks to his extensive experience in this area, Setti provides practical approaches and best practices for planning, executing, and controlling projects and designing, optimizing, and monitoring business processes.

Through concrete examples and case studies, the book will guide you in understanding the interactions between projects and processes and provide tools to maximize the efficiency and effectiveness of business activities.

Project & Process Management” is an in-depth yet user-friendly text aimed at professionals who wish to gain a holistic and integrated view of project and process management.

Whether you are a project manager or a process manager, this book will provide you with a solid foundation of knowledge to meet the corporate world’s challenges.

From the introduction to fundamental concepts to managing critical conversations and time management, these books will provide valuable knowledge to tackle your professional projects successfully.

Enjoy your reading!

Use Twproject to generate your status update reports.

Team performance domain: what’s new PMBoK 7

Team Performance Domain is one of the 8 Project Performance Domains introduced in PMBOK’s seventh edition.

These replaced the 10 Knowledge Areas featured in the previous Project Management Body of Knowledge edition.

This article will explore what this is all about and what this change implies for project management.

Project Performance Domain: what are they?

As mentioned above, the 10 Knowledge Areas of the former PMBOK have been replaced in the seventh edition by the 8 Project Performance Domains.

These are referred to as groups of interrelated activities critical to the effective implementation of a project.

As opposed to the knowledge areas of the sixth edition, performance domains are designed to span the entire life cycle of a project and focus less on rigid processes and more on the practices and behaviors that lead to desired outcomes.

The 8 project performance domains were developed to ensure project success and include:

  1. Stakeholder
  2. Team
  3. Development Approach & Life Cycle
  4. Planning
  5. Project Work
  6. Delivery
  7. Measurement
  8. Uncertainty

Therefore, they encompass all aspects of the project, from team management to planning, process control, and stakeholder management.

The most significant difference between  PMBOK’s sixth and seventh editions is that the focus has shifted from technical processes and tools to more general principles.

The seventh edition focuses more on the fundamental concepts of project management instead of focusing only on specific technical processes and tools.

This makes the guide more accessible and usable to a broader audience, including those without technical or specialized training.

Team Performance Domain: what is it about?

Now let’s take a look specifically at the Team Performance Domain, or team performance domain, a segment of the PMBOK.

team performance domain pmbok 7

In particular, three main aspects are covered within this domain:

1. Project team and how it works

2. Team Management

3. Leadership skills

The Team Performance Domain is about the support, organization, management, leadership, and culture of the individuals responsible for producing project results.

This entails defining the culture and environment that enable a diverse mix of individuals to evolve into a high-performance project team.

This includes identifying the activities necessary to promote the development of the project team and fostering leadership behaviors by all team members.

The project team generates value for the organization by producing project deliverables.

As we discussed earlier, performance domains are a new concept introduced by PMBOK 7 to replace knowledge areas.

Likewise, process groups have been replaced by project management principles.

The Team Performance Domain focuses on creating a high-performance team, effective team coaching, raising the level of operations, creating collaborative team spaces, and monitoring and measuring their performance.

Certain processes and actions are put in place to achieve the planned goals of this performance domain.

In PMBOK 7, it is assumed that if a team leader successfully executes all the activities of the performance domain according to the principles outlined here, the result will be a high-performing team.

Among some factors that contribute to an effective team are:

  • Open communication: an open environment fosters productive meetings, problem-solving, the birth of new ideas, etc.;
  • Shared understanding: what the project will create is clear to everyone
  • Shared ownership: the more invested team members feel in the project results, the more motivated they will be in their work;
  • Trust: employees who trust each other work together more effectively;
  • Collaboration: collaborative teams generate more innovative ideas;
  • Adaptability: a better-performing team can adapt to different environments and situations;
  • Resilience: in the event of a problem, the team can recover quickly and continue their work;
  • Empowerment: those who can make decisions independently without being micro-managed all the time achieve better results;
  • Recognition: recognizing a job well done motivates team members to keep performance high.

The project manager must keep a respectful, collaborative, and non-judgmental environment that allows the team to thrive and achieve maximum return on performance.

Expected results of the Performance Domain Team

Historically, responsibility for a project was always assigned to a single person, typically the project manager, who was in charge of the project’s success (or failure).

In contrast, the project team leader can delegate responsibility to team members and be held accountable for the work.

However, when we look at how some organizations have been structured in recent decades, sometimes, responsibility for a project, product, or service has been assigned to more than one person.

The PMBOK, in its chapter on the Team Performance Domain, refers to this as shared ownership.

This means there are contexts in which work results are assigned to more than one person or team.

This may be the case with a high-performance team that is stable, empowered, and self-organized.

Stable teams become a high-performance teams by progressing through four stages:

  • Training: team members work together and begin to get to know each other,
  • Assault: conflict and stress resolution,
  • Standards: at this stage, employees begin to understand their colleagues’ strengths and can support each other,
  • Exhibition: When the team reaches its peak performance.

The time for team growth in the performance stage may depend on different variables and cannot be predetermined.

However, when such a high-performing team is achieved, an organization can assign employees to a project and let them self-organize to decide their way of working.

They will be free to choose and evolve their processes and practices to implement within their project and set up operations based on the organization’s policy.

To put it another way, the organization can enable a high-performing team to be responsible for the work and own the organization’s results.

The self-organization of the high-performance team improves the efficiency and effectiveness of the work accomplished and the satisfaction of team members. They feel valued and involved in the project, thus increasing their sense of ownership and long-term involvement with the organization.

Twproject helps teams achieve the best possible results by providing them with the right tools to manage work in an agile and productive way.

Work together with your team effectively

Women quota in project management: what are the challenges in 2023?

Women share in Project Management is a topic we hold close to our hearts.

Our company is committed to gender equality, having a fair proportion of men and women.

The project manager role is one of the most important and fast-growing occupations worldwide, and women are becoming increasingly present in this field.

In 2023, the project management industry will keep growing, and women have an increasingly important role to play in it.

Yet despite the increase in women in project management, much work must be done to ensure that women are represented equally in this profession.

In this article, we will explore the status of women in project management in 2023, analyzing current statistics and the challenges they still face.

Statistics on women quota in project management

According to the  International Labor Organization (ILO), the female share in the global workforce is below 47%, compared to 72% for men. This inequality negatively impacts project teams, as diverse teams are essential for increasing value.

Still, the gender gap in project management may be the key to solving a crisis that organizations face.

The COVID-19 pandemic has triggered global workforce disruptions, affecting demand for project management-oriented jobs.

A Project Management Institute (PMI) research estimates that 25 million new project professionals will be needed by 2030.

In 2022, PMI surveyed more than 1,900 female project professionals to better understand the current status of women in project management and identify opportunities for both female workers and organizations.

The global overview shows that male project managers outnumber their female counterparts worldwide and in every industry. Women earn less than men and are slightly less likely to hold a certification or degree in project management.

Women are more likely to report using agile and hybrid approaches, working in organizations using advanced technologies, and valuing higher power skills.

Furthermore, according to PMI, in 2021, only 36% of project managers worldwide were women. This is a 5% increase from 2015, but much work must be done to close the gender gap in this domain.

However, there are some regions of the world where women are better represented in project management. For example, 49% of project managers in Latin America are women, and in Europe, 40 %. However, in the Middle East and Africa, only 17% of project managers are women.

Challenges women face in project management

Although progress has been made in increasing women’s inclusion in project management, women still face many challenges in this field.

One of the main hurdles is gender discrimination. Many employers still prefer to hire male project managers over women, even if they possess the same experience and skills.

Women working in this industry also often face a hostile and sexist work environment. They may be subjected to offensive comments or inappropriate behavior, which can be a challenging experience to deal with.

Furthermore, project management women can face challenges balancing their work and private lives. They are often seen as primarily responsible for childcare and household management, making balancing career and family demands difficult.

Efforts to promote women’s share in project management

There are many efforts currently taking place to promote women in project management. For example, many organizations are promoting diversity and inclusion in this field by adopting policies and programs to increase women’s quota in leadership roles.

Also, many organizations offer training and mentoring programs for women who wish to pursue a career in project management. These programs focus on developing skills for women and providing them with the knowledge and expertise they need to succeed in this industry.

The bottom line is that project management is a fast-growing profession, and women are becoming increasingly present. However, there is still much work to be done to ensure that women are represented equally in project management and can overcome the challenges they face.

We will continue to work to promote gender equality in this domain because we know that women’s share in project management is critical to the success of this profession.

We have the tools, we have the culture.

PMBoK 7 vs. PMBoK 6: Evolutions, Challenges, and Jokes for the Modern Project Manager

My fellow Project Managers, welcome to the mightiest match of this century: PMBoK 7 vs. PMBoK 6!

Jokes aside, the world of project management is constantly evolving, and as professionals in the field, it is paramount to stay up-to-date on the latest trends and methodologies.

In this article, we will explore the differences between PMBoK 6 and PMBoK 7, highlighting the evolutions and new challenges that Project Managers face given these changes.

Before we begin, here’s a joke: “The project manager is like a juggler who must keep time, cost, and quality in the air. But! All balls are made of rubber, except for the quality ball, which is made of glass!

Now that we’ve eased the mood let’s cut to the chase.

PMBoK 7 vs. PMBoK 6: introduction to the differences

1. Basic principles

PMBoK 6 is based on 10 knowledge areas and 49 processes, constituting a fairly prescriptive and linear approach to project management. This approach worked for many years but showed its limitations when applied to complex and adaptive projects.

PMBoK 7 introduces a more flexible and agile approach based on 12 core principles.

These principles, which apply to any type of project and industry, help project managers better adapt to the challenges and changes during project development.

2. Performance Domains

While PMBoK 6 focuses on knowledge areas, PMBoK 7 introduces the concept of Performance Domains, namely 8 performance areas that cover the different dimensions of a project. These domains are:

These Performance Domains cover critical aspects of project management, offering a more holistic and integrated view of the project management process. As a result, project managers can focus on value creation and adaptability rather than following a strict, prescriptive approach.

performance domain pmbok 7

3. Hybrid and agile approaches

PMBoK 6 introduced a few Agile concepts, but PMBoK 7 takes it further, stressing the importance of hybrid and Agile approaches in modern project management.

This reflects the growing need for flexibility and adaptability in organizations that manage increasingly complex and uncertain projects.

Project Manager Challenges in Consideration of PMBoK 7

1. Adapting to a more flexible and agile approach

One of the main challenges for project managers in the transition from PMBoK 6 to PMBoK 7 is adapting to a more flexible and agile approach to project management.

This requires shifting away from old habits and prescriptive ways of working to embrace new techniques and tools that promote adaptability and speed in response to change.

2. Managing stakeholder expectations

As Performance Domains are introduced, project managers must be able to communicate effectively with stakeholders and manage their expectations throughout the project life cycle.

This can be challenging, as different stakeholders may have other goals and priorities. It is, therefore, essential to establish open and constructive communication with all stakeholders to ensure project success.

3. Focusing on value creation

PMBoK 7 emphasizes value creation more than PMBoK 6. Project managers must focus on the project’s value to the business, stakeholders, and customers rather than merely completing tasks according to a set plan.

This requires a results-oriented mindset and continuous watch for opportunities to improve and optimize resources.

4. Managing uncertainty and risk

PMBoK 7 acknowledges the importance of managing uncertainty and risk in projects. Project managers must be prepared to address unexpected challenges and adapt their plans accordingly.

This requires a proactive approach to risk management, early identification of threats and opportunities, and the skill to make quick and informed decisions to mitigate negative impacts.

5. Developing personal skills and leadership

Shifting to PMBoK 7 also requires the development of  project managers’ personal and leadership skills. Besides technical skills, professionals must hone their communication, negotiation, time management, and conflict resolution skills.

Also, they must be able to motivate and lead project teams toward achieving goals by leveraging team members’ diverse skills and strengths.


5 practical tips for tackling new challenges in Project Management

Now that we’ve outlined some of the major challenges facing project managers as they transition from PMBoK 6 to PMBoK 7, here are some practical tips to help you overcome them:

1. Regular training

Keeping your skills up-to-date is critical to facing new challenges in project management.

Attend training, seminars, and workshops, and strive to learn from peers and industry leaders. Also, it is important to keep abreast of the latest trends, tools, and best practices through blogs, podcasts, books, and articles.

2. Networking and collaboration

Nurture your professional networks by attending industry events, conferences, and online forums.

Sharing experiences and knowledge with other project managers can be precious and will help you better understand how to apply PMBoK 7 in your day-to-day work.

3. Adopting an experimental approach

Feel free to test new methods and techniques in your work. Adopting PMBoK 7 requires a degree of openness to change and experimentation.

Bear in mind not all solutions work for every project or scenario. Be ready to test different strategies and adapt them to your project’s needs.

4. Reflecting and learning from experience

Learning from past experiences and using these lessons to improve your project management skills and processes is crucial. Take some time to reflect on your experiences and what you learned during your transition from PMBoK 6 to PMBoK 7.

Examine what worked and could be improved, and use this information to guide your future decisions.

5. Balancing strictness and flexibility

Lastly, finding the right balance between sticking to PMBoK 7 principles and practices and being flexible enough to manage complex and dynamic projects is essential.

Keep sight of your primary goal: to create value for stakeholders and the organization through effective and adaptable project management.

The transition from PMBoK 6 to PMBoK 7 brings a significant challenge for project managers, but it also brings an opportunity to improve and innovate in how we manage projects.

By adopting a more flexible, agile, and value-driven approach, project management professionals can successfully meet the challenges of our ever-changing world.

Bear in mind, however, that a good project manager is always open to some ironic joke: “ If project management were a game, it would be the game of musical chairs–where everyone tries to find their place before the music stops!

Now that you know the differences between PMBoK 6 and PMBoK 7 and are aware of the challenges ahead, you are ready to conquer the world of project management and guide your projects to success.

Godspeed, and may the power of PMBoK be with you!

Keep up with the times.