Twproject is a full featured web based project management software that gives you full visibility and control over your projects.Twproject is also a time tracking software, a bug tracking software, a project planning software.
On 10 March 2025, a serious vulnerability was disclosed in certain versions of the Tomcat web-server, developed by the Apache Software Foundation.
This vulnerability was named CVE-2025-24813 and the Tomcat versions affected are:
9.x, from version 9.0.0-M1 to 9.0.98
10.x, from version 10.1.0-M1 to 10.1.34
11.x, from version 11.0.0-M1 to 11.0.2
Twproject, when installed via the executable file downloadable from the site, uses Apache Tomcat in its 9.0.46 version, thus potentially affected by the problem.
This vulnerability consists of a Remote Code Execution (RCE) coupled with an Information disclosure.
This means that a potential attacker would be able to execute arbitrary code and thus hack into the affected system.
As stated on the vulnerability page, this vulnerability is only dangerous and exploitable for an attack if five different conditions are met.
The most important of these conditions is that Tomcat’s DefaultServlet must state ‘writes enabled for the default servlet (disabled by default)’: in other words, writing for the servlet must be explicitly enabled, as it is disabled by default.
The standard Twproject installer is also disabled by default, so there is no danger in this case.
What Twproject users need to know
As we have seen, for those who installed Twproject without having applied any changes to the configuration files, there is no danger.
The situation is different for those who had installed Twproject using their own Apache Tomcat of one of the versions affected by the vulnerability.
To ensure that you have not exposed your server to an attack, it is good practice to follow the steps below.
1. Locate the file
The DefaultServlet is implemented in the class org.apache.catalina.servlets.DefaultServlet and is used to serve static files or provide directory listing.
The management of its properties is delegated to the web.xml file, located in Tomcat’s conf folder (in which all configuration files are located).
2. Check configuration
The default configuration of the DefaultServlet is as follows:
If, therefore, the parameter has been specified and its value is ‘false’, it is essential to set it to ‘true’ in order to disable the writing of the DefaultServlet.
Alternatively, it is possible to upgrade Apache Tomcat to a version other than those listed above.
If, however, the parameter is not present in the file, there is no problem: the default value applies!
Please note: there may be more than one web.xml file, depending on the server architecture, so it is a good idea to check them all!
Final remarks
We hope that we have provided all the information needed to reassure our users and instruct them properly in case action is needed.
If you need more support, please do not hesitate to contact us through our channels.
In the age of digitisation, companies are constantly looking for ways to optimise their resources, both in terms of time and money.
Among the tasks requiring great effort is the work of project planning, which requires great care and attention.
Optimising this task not only means reducing the obstacles that can hinder its efficiency, but also using the experience gained to plan new projects at a later stage.
One of the most effective strategies to achieve this is the creation and use of predefined templates.
In this article, we will explore how Templates can simplify work, improve project quality and contribute to significant cost savings.
1. Advantages of using a project Template
Let us now briefly see what benefits we will gain both on a corporate and personal level if we learn to use Templates efficiently.
In a second step, we will approach the topic from a practical point of view, showing you how digital project management tools can help you with this task.
1.1. Process standardisation
Templates are characterised by their standardised format that can be used by all team members.
This not only reduces the potential errors, but also ensures that all necessary information is included.
Indeed, consistent planning facilitates understanding and communication between departments.
1.2. Saving time
Entering the same data from scratch for each new project can be a time-consuming and demanding task.
Templates save valuable time, as project leaders will be able to concentrate on the new elements, instead of lingering on replicating predictable structures and entering known data.
With the use of templates, the planning manager can focus on the innovative and strategic aspects of the project rather than the organisational ones.
This increase in productivity translates into greater operational efficiency and, consequently, improved business results.
1.4. Saving money
An investment in systems that allow the creation of high-quality templates that can be used repeatedly can lead to considerable savings in programming and planning costs.
In addition, less time spent on recurring data compilation also means the possibility to focus on improving the financial strategy.
2. Twproject’s tools for creating and managing Templates
Twprojectoffers some practical solutions to achieve these goals and save a lot of valuable time with the use of Templates.
A preliminary point: Twproject allows you to create predefined templates from scratch to use as a model, but also to use a real project already entered in the system as a basis for similar projects.
Even in this respect, Twproject makes flexibility its strong point, adapting to the way different teams work and responding to the needs of each one.
2.1. Creation of the basic project Template
From the Project List page, a new Template can be added.
A window will appear in which to enter the master data of the model we want to create, such as title, duration, participants and other possible information.
In this way we would create a project with an ‘undefined’ status that would not appear in the project list, but which we could use several times as a starting point for projects with certain characteristics.
There are many customisations we can apply to this model. Let us see some of them.
2.1.1. Setting the WBS
We can assign certain phases and sub-phases to our project model, to which we can later assign the corresponding timeframes.
The project structure, or WBS, can in fact be recurring on various projects, and if we optimise its creation we will achieve considerable time savings, especially for complex and structured projects.
Furthermore, we will not risk forgetting any stage and will create a predefined protocol to be followed for all future projects of a given type.
2.1.2. Creation of the Gantt chart
The next step after the definition of the WBS is its scheduling.
The Gantt chart setting allows the duration of each phase and the time correlation between them to be established.
Twproject’s Gantt chart is also extremely flexible and offers us the possibility of setting different types of dependencies between phases, with less or more elasticity in the progression.
When we use the template thus created for the planning of a real project, all we have to do is change the start date and the whole schedule will be modelled on what we have planned on the template.
2.1.3. Assignments and ToDo’s
As is often the case, if a team member is typically assigned to a certain phase of a project, it will be useful to assign that resource to that phase from the moment the template is created.
At a later stage we can of course add other operators or make any necessary changes.
But that’s not all: the template generated with Twproject also makes it possible to assign predefined tasks, so-called project ToDo’s, to the resources involved.
Assigning ToDo’s can be a huge task for the project manager if there are so many micro-tasks to distribute and follow up.
Therefore, if we optimise the compilation of these tasks, we will have a great acceleration in the programming phase of the projects realised through our template.
2.1.4. Costs and much more
As we have seen, project Templates are very customisable according to our needs and allow us to insert all kinds of data that may be useful in the future.
This data to be pre-filled may include, for example, the budget for foreseen ancillary expenses, which we enter in the cost management report. Or even the estimated costs for staff work, through which we will begin to build up the cost statement as soon as the template is drawn up.
But we can also pre-insert: documentation, useful links, general information, expected revenues and all sorts of data that also appears on classic projects.
Everything will, of course, be editable later, both on the template itself and directly on the projects that will result from it.
2.2. Cloning an existing project
Even in the case where we do not want to create predefined templates, but rather prefer to use an existing project as a template for a future project, Twproject comes to our aid.
From the options of the original project, you can select the ‘Clone’ function: this will open a window of options allowing you to select which and how much information to copy into the new target project.
It is easy to imagine how many improvements such a feature can offer us.
Just think of recurring projects that are repeated with the same time and human resources structure from year to year. Cloning the previous year’s project will save a considerable amount of valuable time.
In addition, it will also be possible to convert the cloned project into a Template, thus enabling us to start from a model with real data and then keep it available for all future projects of the same type.
All you need to do is change the project status from ‘Active’ to ‘Undefined’ and use the tag Template.
From that moment on, the template can be selected from those available when creating a new project.
2.3. Creating a project from Template
And finally, here is how to use the templates created, whether you started from an empty template or chose to use an existing project.
When creating a new project, we can select the item ‘Create a project from template’ that appears in the selection menu on the ‘Add’ button of the Project List page.
The project thus created will already contain all the pre-filled data we have entered in the source template.
2.3.1. Creating a project phase from Template
The use of Templates is also available for the creation of a single project phase.
As in the example used here, you may in this case choose to use the ‘Marketing’ template to manage the promotion phase of a larger project.
And the new project or phase will already contain all the information we decided to import beforehand, saving us an incredible amount of time and effort.
Bottom line: Improved efficiency with Twproject Templates
We can summarise by saying that with the use of Templates you can improve the efficiency of project management for your company.
Twproject‘s Templates allow you to enter a lot of source data, covering the entire project lifecycle, from the time schedule to the organisational structure, costs and so on.
All this will not undermine the flexibility that remains as a basic approach in Twproject: changes and adjustments can be made at a later date, helping you to better manage your planning time.
If you would like to try out this and many other features in Twproject, the only truly comprehensive project management software, you can do a 15-day free trial during which our support team will be at your disposal for any doubts or questions.
It is much easier than you think to manage projects with WBS if you use the right tools.
The WBS (Work Breakdown Structure) is a “a deliverable-oriented hierarchical decomposition of the work to be executed by the team”, at least that’s how PMBOKdefines it.
This approach allows you to scheme-out complex projects starting from a “macro” level and gradually breaking down each project phase into simpler elements. Simpler elements allows a better precision in estimation, management, control and verification.
We do not want to enter into the good practices related to the WBS here, but we will focus on how to use it in Twproject. You will find on our blog several articles about it; a good start is How to break down a project: Examples of WBS.
How to create a project with the WBS
We will create an example project: “My Bicycle”; at this stage we will not worry about dates, resources, types etc. Twproject allows us to create a new project with two clicks:
Twproject will automatically assign a code to the project and define the current user as‘project manager’.
The area highlighted in yellow will contain our WBS.
Everything starts by clicking on the “+” circled in orange; with a few clicks our structure will be ready:
We can break down our project without a predefined limit. Usually 4 or 5 levels are enough even for very complex projects.
These layers can represent the Work Packages that make up our project.
The WBS allows us to “collapse”, as highlighted, the project phases or work packages we are not working on, in order to focus on the phases of interest.
The WBS also allows us to remove phases created by mistake.
As before mentioned, at this stage we did not deal with dates, but with the logical decomposition.
The use of WBS to manage and navigate projects
The WBS can organize documents, costs, micro activities (ToDo’s). The project security configuration will use the WBS structure as well.
The WBS is the skeleton of the project!
The WBS in Twproject behaves like a menu to navigate within the project,with unrivalled practicality.
But the WBS is not only a project definition tool, it is also a rapid control tool.
In fact, once our project has started and fed with planning data, work done, costs, documentation, our WBS enrich with information.
For example, if our project does not respect the dates we will have alerts on the offending phases.
Note the color of the alerts which for the “Frame set” phase is gray while it is red for the “Braking system” phase.
This means that “Frame set” is not delayed, but keeps one or more phases that are
The same alert logic applies to:
costs:in case of budget or estimate overrun
revenue: in case invoices are lower than estimated
allocations:in case of overrun of the working capacity of the resources
ToDo’s:in case of overrun of the planned dates
Twproject’s WBS is a powerful definition, edit and control tool for projects of any size.
You can try managing your projects with Twproject’s WBS today: you get a 14-day free trial and assistance from our support team!
The project risk analysis or risk management, is the process of risk identification, analysis and response to any risk that occurs during the life cycle of a project.
Analyzing the risks that may lie behind the execution of a project, predicting the possible obstacles and having a vision of the solutions in advance is certainly vital for any project.
It serves to help the latter stay on track and reach his goal.
But risk management can not and must not be just an action in response to something.
It should itself be part of the project planning process, in its evaluation phase.
In fact, during the planning of the project, the potential risks should be assessed and, obviously, also the possible solutions in order to manage these risks should be evaluated.
But what does “risk” mean?
A risk is anything that could potentially affect the timing, performance or budget of the project.
Risks are considered as potentialities and, in a project management context, if they become reality, they are classified as “problems“, which must be addressed accordingly.
Thus, risk management is the process of identification, categorization, prioritization and risk planning before they become problems.
Risk management can be managed differently depending on the project and its scope.
If it is a large-scale project, for example, risk management strategies could include detailed planning for each risk.
This is to ensure that mitigation strategies are activated in case of problems.
For smaller projects, risk management could mean a simple and prioritized list of high, medium and low priority risks.
Project risk analysis: How to identify risk
To begin with, a clear and precise definition of what the project will have to produce, the objectives and the final results is essential.
In this way the risks can be identified at every stage of the project, even with the help of the team members.
Some companies and industries develop risk control lists based on past project experience.
The team’s past experience, the project experience within the company and industry experts can be valuable resources to identify potential risks on a project.
Identifying the sources of risk by category is a possible method to explore the potential risk of a project.
Some examples of categories for potential risks include the following:
Technology;
Costs;
Timing;
Clients;
Contracts;
Financial situation;
Political situation;
Environmental situation;
Persons.
Each defined risk must then be included in the risk monitoring model and marked by its priority
Consequently, arisk registerthat shows the impacts on the project, both negative and positive, must be created, as well as the actions to use and implement in order to manage the problem.
In the context of risk management, it is also important to maintain regular communication with the team throughout the project.
Transparency is fundamental, so that everyone knows what elements to take into account to recognize and react to a problem.
Project risk analysis: Risk assessment
After identifying potential risks, the project manager, with the help of the team, assesses the risk based on the probability of occurrence and the potential loss associated with the event.
Not all risks are the same.
Some risk events are more likely to happen than others, and even the cost of a risk can vary greatly.
It is essential that each new risk that emerges during the project is carefully evaluated according to its probability of occurrence and potential impact.
Therefore, evaluating the probability that the risk presents itself and the concrete repercussions on the project are the next step in the risk analysis.
Having criteria for determining high-impact risks can help narrow attention to certain specific and more critical risks to the project.
For example, suppose it is established that high-impact risks are those that could increase project costs by 5%.
Only a few potential risk events will satisfy this criterion.
These are therefore potential risk events on which the project team should focus on creating a mitigation plan.
The probability and impact of risk are both classified as high, medium or low.
A risk mitigation plan normally concerns events that have high results on both factors.
There is a positive correlation between the risk of the project and the complexity of the project.
In the case of highly complex projects, an external expert can be included in the risk assessment process and the risk assessment plan can take on a more prominent role in the project implementation plan.
Project risk analysis: Risk mitigation plan
After the risk has been identified and assessed, the project manager with the team develops a risk mitigation plan, a plan to reduce the impact of an unforeseen event.
The risk can be mitigated in the following ways:
Risk avoidance: it usually involves the development of an alternative strategy with a greater probability of success, but usually linked to a higher cost;
Sharing risk: involves collaboration with other stakeholders, in order to share responsibility for activities at risk;
Risk reduction: it is an investment to reduce the risk on a project. For example, hire and rely on consultants to take care of high-risk activities;
Risk transfer: it is a risk reduction method that shifts the risk from the project to another part. For example, the purchase of insurance on certain items is a method of transferring risk. In fact, the risk is transferred from the project to the insurance company.
Each of these mitigation techniques can be an effective tool to reduce individual risks and the overall risk profile of the project.
In project management, it is crucial to apply these techniques to effectively manage risks.
Using Twproject to manage risks
To simplify the risk management process, tools such as Twproject can be of great help.
Twproject allows project risks to be managed effectively; it enables the project manager and team members to follow the project in an organised manner, ensuring that everyone is informed of any risks and the mitigation strategies adopted.
It helps project managers to plan, monitor and control project activities efficiently.
Advanced monitoring: allows you to follow the progress of the project in real time, promptly identifying any problems or delays.
Customisation and flexibility: offers customisable tools that allow project managers to adapt the platform to the specific needs of the project, facilitating the management of activities and resources.
Effective collaboration: facilitates communication between team members, improving information sharing and coordination of activities.
Resource management: helps allocate resources optimally, avoiding overloads and ensuring that each team member knows exactly what his or her responsibilities are.
Detailed reporting: generates reports that provide a complete view of the project status, helping project managers to make informed decisions.
As far as the project manager is concerned, not everyone conducts a formal risk assessment on the project.
The lack of formal risk management tools has also been seen as an obstacle to the implementation of a risk management plan.
In addition, the project manager’s personality and management style differentiate the approach to risk.
Some project managers are more proactive and will develop risk management programs for their projects.
Other managers are reactive and are more confident in their ability to handle unexpected events when they occur.
Others, on the other hand, are risk averse and prefer to be optimistic and not consider risks or avoid taking risks when possible.
Whatever the case, the ability to accurately analyze the risks of a project must fall within the skills and tasks of a project manager.
In any project, a proper risk assessment becomes fundamental to a successful plan.
What about you? What kind of project manager are you? How do you manage potential risks?
Would you like to learn more about all the methods and tools that Twproject offers you for effective and profitable portfolio management? Here you will find lots of useful information and also some tips to put into practice.
Portfolio Management is a type of broader strategic management that deals with evaluating projects as a whole and the organisation’s ability to execute them.
In today’s increasingly dynamic and demanding environment, the role of the Portfolio Manager, a distinct position from the Project Manager, is crucial. The task of the Portfolio Manager is to hold the ranks together and help companies evolve and achieve their strategic objectives.
Aims and objectives of Portfolio Management
Let us start with a definition: when we talk about Portfolio Management, we mean the coordinated management of several corporate projects, done for various strategic purposes.
Project portfolio management can in fact have various objectives and purposes, and they are:
Having an overview of all projects and categories of projects (or programmes), in order to assess business efficiency, return on investment (ROI) and the direction towards specific innovation choices.
Achieving greater transparency on corporate objectives and resource management and being able to share this data internally and externally (teams and stakeholders)
Ensuring that the allocation of resources (human resources, but also assets, materials and services) is always optimal and in line with corporate planning strategies.
Providing information on the financial viability of projects, so as to highlight the lines on which to make the right investments in the future.
Guaranteeing that the relevance of projects is periodically analysed and modified as necessary, so that time and resources are invested accordingly.
Twproject has an optimal solution for all these goals and provides you with various tools for portfolio management.
Let us take a look at the main tools it provides.
Performing good Portfolio Management with Twproject
In Portfolio Management, Twproject provides very useful tools and methodologies to coordinate and clearly define the work of the whole team.
Generally speaking, it aims at linking day-to-day work with strategic corporate objectives, helping define an action plan.
In ths section we will see what areas to consider when carrying out this activity and how we can make use of Twproject’s functionalities.
Overview of any planning issue
Twproject has a powerful and precise filter management applied to several functions of the platform. Even for Portfolio Management, filters help you select and display projects with an incredible variety of choices.
The filters can be combined with each other and refer to the three main areas of data, i.e. those relating to the project (type, budget, characteristics, etc.), the timeframe (duration, relevant dates, etc.) and the resources involved.
There is a default filter in the main search bar, but it is possible to save new customised configurations and even to define a specific filter as the default selection.
A good use of filters therefore meets the first requirement of Portfolio Management, namely to have an overview of specific areas or groups of projects.
In addition to the classic Portfolio view, it is also possible to filter in the statistics dashboard to get an overview of the performance of selected projects by different progress factors.
Financial management
In order to calculate the ROI and see which business objectives have been met, it is also important to keep an eye on the project budget when it comes to Portfolio Management.
Among the filters that Twproject provides, the ‘Budget overflow‘ filter is very useful, allowing you to select all projects that are experiencing financial difficulties.
This will allow us not to perpetuate the error and to take the necessary corrective action.
Furthermore, in the classic Portfolio view, which in Twproject is represented by a large global Gantt chart, we have the ‘Financial Data‘ command.
This function will allow each project in the list to be paired with its financial report, relating the budget with estimated and actual costs.
Such a view is very useful for carrying out cash flow analyses and evaluating the highest-performing projects at a glance.
In fact, financial management in Portfolio Management helps measure the value created by each project and make decisions on the most profitable investment areas.
Relevance among projects
After measuring the performance of projects, it is important that the digital tool allows the priority that each project has over the others to be set.
Twproject allows you to assign a relevance value to projects and this value can be defined and displayed in the Portfolio.
We can sort projects according to increasing or decreasing relevance so that timing and allocations can also be redefined according to this criterion.
Indeed, through the Portfolio, you can easily reschedule the start and end dates of projects and relate them to the overall timeline.
For example, a less relevant project can be moved later in time, choosing to give priority to other, more beneficial projects.
Resource management and allocation
Furthermore, an important function of Portfolio Management is the distribution of the workload between different projects, also according to their strategic and economic relevance.
Indeed, it is useful that the efforts of resources are well distributed, but also well focused on the projects that have the highest priority, both in terms of timing and strategic relevance.
This level of priority is only detectable, as we have seen, with the Portfolio Management activity.
Twproject takes this a step further and allows you to redistribute the load in an intelligent and thoughtful manner, with just one click.
Here is how you can do it with this simple trick:
From the main view of the Portfolio, see which of your resources are overloaded with the ‘show/hide workload’ icon (scale).
Secondly, filter the projects by assignee, limiting the view to those in which the overloaded resource (or resources) is included.
After filtering, arrange the obtained projects according to order of relevance.
Finally, use the command ‘optimise end date by resource capacity’ (the magic wand) on the project with the lowest relevance: the dates of the latter will be extended until an optimal load for the person involved is reached.
Strategic planning that takes these factors into account increases corporate welfare and the satisfaction of the entire team.
As well as, of course, optimising overall productivity levels.
Shareability
Ultimately, the function of Portfolio Management is also to facilitate group communication and ensure that all parties involved in projects are coordinated with each other.
It is crucial to provide regular reports on the progress of the entire portfolio and its sustainability in relation to the company’s objectives.
The Portfolio statistics dashboard in Twproject shows the overall status of the work, with graphs and insights updated in real time. We can filter this data for any need, as already seen, and easily export it in various formats for full sharing.
In addition, on the main page of Portfolio, you can put information on the status of ToDos next to each project line, thanks to the ‘ToDo Data’ command.
Knowing the status of activities for each project is very useful for planning purposes, but also for sharing the up-to-date situation with the resources involved, in a cohesive effort to achieve objectives.
Indeed, creating a collaborative environment for a faster exchange of information is one of the objectives of Portfolio Management, with the ultimate goal of smoothing the planning of activities and their monitoring.
Twproject answers the central question of Portfolio Management
We can summarise all the operations we have seen with a single question that the Portfolio Manager tries to answer with the most suitable tools.
The question is: which projects contribute to the corporate strategy and should therefore be given higher priority, and which should be eliminated or postponed?
Twproject is a unique tool that answers this question, and it does so in an articulate manner, providing you with concrete data for your analyses.
Each analysis objective is covered with Twproject: the total cost of each project, the consumption of resources (human and other), the planned duration and investment schedule, the benefits and the relationships or interdependencies with other projects in the portfolio.
You do not need anything else for the overall planning of your business projects and Twproject guides you step by step.
If you want to put it to the test, you can make a free 15-day subscription during which you will see how to perform all the main Portfolio Management activities, with the help of our support team.
The Project Life Cycle consists of four main phases in which the Project Manager and his team cooperate to achieve work together to achiev established objectives.
The four phases that mark the life of the project are: conception / start, planning, execution / implementation and closure.
Each project therefore has a beginning, a central period, a completion and a final phase (successful or not). All phases that we will analyze in this article constitute the so-called Project Life Cycle.
Obviously, those mentioned are only the main phases of the project, which means the starting point for a further subdivision in sub-phases, activities and tasks, increasingly basic and detailed, necessary for the development and allocation of work among the resources.
For each phase or lifecycle activity, the project manager must have two clear things in mind:
The objectives of each project phase: based on company constraints ranging from quality to timing and costs;
Products (derivable): every activity must lead to results that can be tangible goods or a documentation or specific services, etc.
But now we specifically enter the four main phases of the project life cycle.
During this first phase, the objective or “need” of the project is identified.
This can be, for example, the resolution of a business problem or the analysis and creation of a concrete opportunity.
An appropriate responce to the need can be documented in a business case with the recommended solution options.
A feasibility study is then conducted to verify if each option is in line with the objective and a final solution is determined.
Thefeasibility study asks questions about the feasibility of the project. Questions such as “can we do the project? Do we have the resources to do it?“.
Furthermore, a justification study phase of the project is also carried out, for example by answering the question “is the project necessary for this objective?“.
Once these analyzes have been carried out and the project is considered feasible and necessary, this is officially started and, in case it has not already been identified, a project manager is appointed.
Theproject team is then identified and involved, thus starting to take shape.
At this point we can then move on to the detailed planning phase.
If we use a good project management application, the initiation phase will be much easier and once fully operational, the software itself will answer the questions mentioned above, i.e. if we have the resources to do it, if it is functional to the objective and so on.
We plan ahead and monitor our progress, thus being able to identify the critical paths, anticipate project delays or interruptions before they happen and therefore improve workflow.
Twproject is a complete solution that offers all the tools the project manager needs in this phase. Using this platform you’ll have the possibility to create your project from the very beginning and add the different team members, specifying their roles.
Project Life Cycle: The planning phase
In this phase we start from the objective of the project and move on to develop it in as much detail as possible, planning the steps necessary to reach the final solution.
The individual tasks of the project are then identified, as well as the requirements that the resources must have and the strategy to follow.
A project plan is created that illustrates the activities, tasks and timelines.
The project manager coordinates the preparation of a project budget by providing cost estimates for labor, equipment and materials, if needed.
The budget is used to monitor and control the expenses incurred during the entire project phase.
Once the Project Manager has identified the work, prepared the strategy and the performance and estimated costs, the basic components of the planning process are complete.
It comes then the right time to identify and address any factor that may pose a threat to the success of the project. This part is called risk management.
Potential problems are identified, as well as the action that must be taken to avoid them, solve them or at least reduce their impact.
This is also a good time to identify all stakeholders and establish a communication plan that sets out the information needed to keep all the parties involved in the project informed.
Finally, the project manager will draw up a quality plan that includes the quality objectives, the control measures, also listing the criteria to be met obtain the acceptance of the client – customer that can be the company itself.
Arrived here, the project has been discussed and planned in detail, and is ready to run and move on to the next stage.
Twproject can also help you in this phase, in defining the activities through the drafting of the WBS and immediately following with the planning of the phases over time with an interactive Gantt editor:
Project Life Cycle: The execution phase
During the third phase, that of the implementation, the project plan is put into motion and the work is performed in concrete, following the steps structured in the planning phase.
It is important and fundamental to maintain control and communicate how – and when – necessary during this whole phase.
Progress is continuously monitored and appropriate changes are made and documented as variations with respect to the original plan.
Whatever project it is, a project manager usually spends most of the time at this stage.
During the execution of the project, people perform their tasks and progress information is exchanged through regular team meetings, so-called progress status meetings .
The project manager uses this information to maintain control over the project direction by comparing progress reports with the project plan, to measure the performance of activities and take corrective actions if necessary.
The main strategy should always be to bring the project back to its original course,that of the project plan drawn up in the previous phase. If this is not possible, the changes from the original plan must be recorded and the modified plan must be formalized.
During this step, project sponsors and all other stakeholders should be regularly informed about the progress of the work.
Each product result should be analyzed and accepted.
Once the results of the various steps have been produced and the client has accepted the final solution, the project is ready for closure.
Twproject helps you manage the execution phase, on two levels, for the project manager and for the team memebrs.
The project manager can constantly monitorthe ongoing activities:
The team, on the other hand, will have a simple and extremely flexible ToDo management tool. ToDos can represent daily activities, tickets, bugs, ideas, organized in the form of a list or Kanban board.
Project Life Cycle: The closing phase
During this closing phase, the emphasis is placed on:
the final results;
the delivery of project documentation;
the termination of supplier contracts;
the release of project resources;
the communication of the closure of the project to all the stakeholders.
The last remaining step is to conduct an analysis of what went well and what did not.
Through this type of analysis you gain experience and knowledge, are gained, factors that will help the project manager, and the team in general, for future projects.
Unfortunately, the closing phase is often underestimated and in many companies the project is delivered without further evaluation; it only matters if the project was a success or not.
In reality, it isn’t only important to conclude a project successfully, but also to be able to execute it in the way that was set in the original project plan.
There is no shortage of cases in which the objective has been achieved despite having experienced a phase of execution full of changes, delays and problems.
The closure phase also serves to analyze this, in order to avoid making the same mistakes in the future and not adequately assessing certain risks.
The four phases of this life cycle may vary according to the sector and the type of project, but in general they are valid in any area.
When a project manager follows Project Life Cycle taking into account all the factors of each individual phase, he will have already taken the first step towards success.
Tell us about your personal experience of success.
How can a project management software help you managing the life cycle?
As shown, good project management software can make a real difference in each of the 4 phases of the project life cycle, since it can:
help you draft the WBS;
guide you in planning and execution;
monitor and verify the phases of a project with an interactive Gantt chart;
check the correct balancing of the load on the resources.
That’s why a tool like Twproject is fundamental in the outcome of a project, since it has all the suitable tools for following each phase of a project’s life cycle, providing the project manager with a complete and constantly updated view.
Try it now for free! And afterwards, don’t forget to share your impressions and experience in managing the phases of a project with us.
The aims and times of the meetings on the progress of the project
The frequency of these meetings obviously varies depending on:
the complexity of the project;
the number of project team members;
the level of information required by the project owner, by customers, stakeholders, etc.
from the level of involvement of the project task manager.
Once the timing has been established, it is fundamental for the Project Manager to evaluate, during the meetings, the progress of each of the following elements:
Updates of individual activities.
Progress of the project compared to planning: are we late or early?
Budget status: are we under or have we exceeded the budget?
Quality status: are we maintaining the expected quality levels?
Current or hypothetical problems (such as changes, problems with resources, dissatisfaction with the customer or supplier, etc.).
Next steps to be taken.
Project status meetings are essential for the Project Manager and must be scheduled periodically.
Thanks to these meetings the Project manager has the possibility to:
Keep the focus on the project.
Orient the team to look in the same direction.
Unfortunately, too often these important meetings are ineffective and fail to bring benefits to the project in the intended way.
The most common reasons why project progress meetings turn into a waste of time
There are some recurring reasons why project status meetings fail. Here is a list of the most frequent:
Unclear or even missing agenda.
Inability to maintain focus on the subject matter of the meeting.
When Project status meetings doesn’t have a previously defined and shared agenda, they will inevitably become unclear and ineffective.
Without a roadmap that marks the road, the meeting is easily dispersed and time is often misused or even lost.
In addition, team members will not be able to provide effective feedback as they are not prepared to face the meeting.
The purpose of a project status meeting is to obtain an update on the status of activities, identify problems and so on.
Therefore It’s essential that team members prepare themselves on time and collect specific data before the meeting to be prepared to answer certain key questions.
Without specific predefined objectives, the meeting will not bring any benefit.
2. Inability to maintain focus on the subject matter of the meeting
Closely related to the previous one, it is the inability to stay on the pre-established tracks.
This incapacity is very frequent.
In fact, participants often tend to digress, considerably reducing the time dedicated to the purpose of the meeting.
Thus we arrive at the crucial issues with little time available, often taking decisions of poor quality dictated by haste.
In order to avoid these situations, it is essential that the project manager actively leads the meeting, keeping the focus on the pre-established topics in the agenda.
Establishing clear rules at the beginning of the meeting, such as limiting off-topic interventions and encouraging focused participation, can help prevent unnecessary digressions.
Using facilitation techniques such as time boxing, i.e. assigning a specific time to each topic, can be very effective. In this way, each item will be dealt with on time, avoiding delays and ensuring that all important issues are properly discussed.
3. Absent or ineffective feedback from team members
As mentioned above, the purpose of these meetings is to discuss the progress of a particular project.
Getting clear feedback from everyone is not always easy, especially in the absence of tools to support this information.
The use of inadequate or outdated tools can compromise the effectiveness of status meetings. If team members lack effective collaboration tools, communication may be fragmented and crucial information may be lost.
Furthermore, the absence of shared platforms for updating tasks and managing documents makes it difficult for the project manager to monitor the actual status of the project.
It is essential that the team adopts tools that allow information to be updated and shared in the manner indicated in the project documentation.
In this way, the data collected can be used to derive accurate reports, and the document obtained can guide informed decisions. When support tools are ineffective, valuable time may be wasted during meetings trying to retrieve missing information or correct errors due to inefficient communication.
To avoid such problems, it is important to select project management tools that facilitate collaboration, document sharing and real-time updating of activities. If a team member identifies a problem or risk, he/she should be able to immediately transmit it to the project manager and other stakeholders through appropriate channels.
There are project management tools that have precisely the purpose of collecting project data and activities, then offering advanced statistics and dashboards with the specific purpose of making the progress of a project clear.
In Twproject for example, resources actively work on the project, close ToDo’s, enter worklogs, all information that is then available to the project manager in advanced statistics.
Twproject makes project progress meetings a time for discussion and alignment on information that is in fact already visible.
The project manager will then only have to monitor this information and may resort to meetings if there are issues to be addressed.
Reducing meetings, distractions and email exchanges is one of the main purposes of project management software.
Bottom line
Project status meetings are a key tool in the project manager’s toolbox.
Unfortunately, a few project managers have adopted methods and techniques to ensure that these sessions are concise, productive and valuable.
Too many project managers assume that a project status meetings means sending an invitation to the meeting and simply showing up.
Project status meetings require a lot more!
The good news is that when project status meetings are effective and efficient, the results are huge!
The productive meetings on the progress of the work:
increase the morale of the group.
Provide comprehensive information on the status of the project.
Discover potential risks.
Provide a forum for the timely resolution of problems.
Encourage the sharing of relevant information among team members.
Finding the best time to plan a meeting on the progress of a project is very important.
It may be obvious, but it’s not just about finding a day when the team is available, it’s about finding a day when none of your colleagues have important deadlines, scheduled appointments or high-priority activities to close.
A project budget is key in making critical decisions such as:
Which and how many resources to recruit;
What level of quality can be achieved;
What supplier quotes may be acceptable, etc.
Without a set budget, answering these questions is challenging, and once the project is in motion, it becomes impossible to assess whether one is headed in the right direction.
In large organizations, the scale of this concern is further increased due to the simultaneous management, del cambiamento delle ipotesi iniziali e della comparsa di costi imprevisti.
5 tips for keeping project expenses in check
1. Check and change your budget frequently
Keeping your budget up to date is easily the most important element in project cost management.
If the pandemic has taught us anything, a change can happen at any moment, and it is necessary to stay responsive and prepared to find a solution.
The only way to do this is to monitor, update, and possibly change your project budget frequently so that you stay on track.
2. Monitoring resource utilization
One of a project’s biggest cost areas is usually manpower, as well as machinery, tools, and technology.
As with constant budget control, successful project management is also linked to continuous resource monitoring.
Typically, project managers must regularly review the number of people working on the project and revise the strategy to stay within budget if costs are too high.
The same applies to any material resources, such as machinery. Reviewing a project’s resources will ensure they are used effectively.
It will also help to understand whether fewer or more resources are needed to complete your project.
A good cost management tool helps, for example, to differentiate between resource costs and ancillary costs, and also allows a comparison between estimated and actual cost.
3. Involve multiple stakeholders
Teamwork is crucial to project success. Even when it comes to cost control, each team member should actively consider the budget before making any purchases.
This will help promote a mindful and healthy spending culture, reduce unauthorized spending, and increase each individual’s accountability.
4. Focus on your project
Over the course of a project, unplanned work may seep into your schedule.
This “scope shift” can lead to a major change in project focus, ultimately leading to the failure of both the budget and the project itself.
To mitigate this risk, constantly reminding team members of the original project goal is critical.
5. Automating budget management with project management software
Project managers often track costs only after team members submit expense reports.
This reactive approach toproject budget management can make all the difference between job success and failure.
Regarding cost management, working reactively can be harmful.
After all, a project manager needs to know the status of their project budget in real time to make informed decisions.
To do so, one solution would be to automate expense management and cost control as much as possible.
Project management software such as Twproject can significantly simplify this process.
Here is a short video showing how many processes you can optimise with the use of this tool:
Automation of complex quantitative analysis during estimation and measurement helps prevent manual errors;
Data integration through planning, estimating, and cost control enables continuous monitoring and rapid, proactive responses;
Decision-making is made easier as the software helps evaluate alternative solutions through scenario prediction and what-if analysis;
Clear and user-friendly reports delivered as dashboards and other advanced and customizable user interfaces;
Many project cost solutions allow third-party integrations so that data can be grouped and analyzed;
Benchmarking and standardization are possible through the accessibility of project performance data.
Thus, to ensure efficient project expenditure control, you need a proactive management style and Twproject, the best project management software available.
In the real world, on the other hand, we often have to deal with team members simultaneously involved in multiple projects, which have to manage daily activities and several emergencies.
For this purpose a lot of companies use contractor scheduling software to better allocatie resources across various projects and make sure that no team member is overburdened. Optimizing schedules and balancing workloads ensures that projects are completed efficiently and within budget.
In this case, an indication on “sustainability” is essential to understand who and when will be able to positively bring our project to completion.
Duration and effort in workload: which is the difference?
At the beginning, I was surprised by the difficulties that some of our customers face to understand the difference between duration and effort. For many of them the ratio was one to one.
This type of approach is not only wrong in management terms (a phase that lasts 30 days could require an effort of one hour e.g.: waiting for material from a supplier), but implies a total and exclusive allocation of the resource on that one activity.
If this approach works well in the analysis and budgeting phase, it cannot work in the planning phase.
A good question to ask yourself at this point is: “How many hours can a resource work on his project per day?”
To answer correctly, several parameters must be considered:
the obvious working hours (full-time, horizontal or vertical part-time)
holidays, illnesses, permits etc.
what has already been allocated to other projects
routine activities
spot activities already planned
The first two points are intuitive and partly out of the PM’s control, so we will analyze the others and we will see how they contribute to generating the “workload” of a resource.
Project Activities
A project, or rather a phase, always has a start date, an end date (therefore a duration, usually expressed in working days), and some resources assigned on it.
Each resource must perform the estimated activities for a total of days / hours (effort).
Without going into too much detail, we can evaluate the load on a resource by dividing the estimated hours by the project/phase duration.
For example: a 10 days phase with an effort of 20h generates an average workload of 2h per day or 25% (assuming 8 hours a day).
Easy, at least before the project starts.
But once it get started, what happens if for the first 5 days I have not been able to work on this project?
It happens that I will have to work 20h on 5 remaining days, with a load of 50%.
Therefore in the project activities the hours “not yet done” give an incremental feedback to the workload, accumulating in the remaining days.
Having the opportunity to compare the “ideal” situation (the one planned by the PM, without taking into account the done/ not done), with the “real” one (which takes into account the feedback) gives many food for thought and possible corrections.
It is interesting to note that the failure to work on the planned project can be read from the worklog records.
The worklog is an excellent indicator from this point of view, it is a sort of “heartbeat of the project“; if the heart doesn’t beat the project is dead!
What said above consider the “average workload”. Twproject allows you to plan all the hours or just a part by assigning them directly on the calendar (there are various tools to do this), but the substance does not change; 20h needs to be done in the 10 days of the phase.
If a resource works on several projects at the same time, the calculations can become complicated and for this Twproject helps us by presenting this information in an efficient way.
Balance your resource as we do!
with Twproject you can manage your resource allocation, insert worklog and resolve peaks.
Routine Activities: Do you work eight hours a day?
They are the Cinderella of activities.
Many of us, despite being in the office for 8 hours (at best :-)) can only dedicate a percentage of their time to “real projects”.
We spend a lot of time (note: I didn’t say “we lose it”) in activities not attributable to a project.
In my case: reading incoming emails, department meetings, phone calls, supporting colleagues.
In addition to these generic ones, there can be other more specific ones such as updating, training, document archiving, backup verification, maintenance etc.
How much time do I spend on these activities? Almost 3 hours a day!
I know this with some confidence because, with the help of Twproject, I recorded daily , for years, the hours spent and I know that, on average, the 38% of my time goes like this.
If I were planning a project that involves me 100% for a period longer than a few days, it would definitely go out of dates.
The funniest part is that if someone asked me how many hours I can work on one thing every day by instinct I would say “eight hours“. To avoid these errors it is important to have objective data on which to base our choices and analysis.
The worklog recording is the basis for good planning, not just for good cost control.
I know very well that this is an additional effort and in fact when I tell our clients to record the “lost” hours, the first reaction I get is of the “reluctant / snorting / I get up and walk away” type.
This is why it is important that the worklog registration activity is as “painless” as possible.
On this point Twproject is unbeatable; you can record the worklog at the close of the To-do, with the start-stop buttons, on one / two / three weeks, on the whole month day-by-day, etc .. The overhead is minimal!
With the aim of “measuring” routine activities, having a “cauldron” available where you can put everything that cannot be traced back to a project greatly lightens the recording by helping us to “reach 8“.
We always advise our customers to create a non-project “cauldron” (or “basket” or “BAU” Business As Usual for the more chic ones) which starts on 1/1 and ends on 12/31 for the recording of non-project activities .
After a few months of recordings, you can better understand how long our resources can really devote to their projects.
It also happens that it is necessary to take a look at what went into the “cauldron”; perhaps it could be structured to better “classify” routine activities.
For example this is what we use in Twproject:
Business-as-usual structured example
We understand how to use the worklog to calculate the hours we can devote to “real projects”, but how do routine “projects” behave from a work-load point of view?
More or less like real projects. The effort is “spread” evenly over the period. There is a small difference: they do not have incremental feedback.
Let’s take an example: my support activity to the development team takes me “on average” one hour a day. If I don’t get support requests today, it’s not necessarily true that I will receive twice as much tomorrow. In practice, the effort is considered constant over the entire period. Its graphical representation is a constant bar:
Routine activities
Spot Activities
These are activities that take place within a “contract” without knowing first how much and when.
The best example is the interventions to be made on request as part of an annual maintenance contract.
In this case, you can create a “project” that has the same dates as the “contract” and assign resources if necessary.
Since it is difficult to predict the overall effort first, for simplicity we can not specify it and leave it at zero.
If, on the other hand, you want to track it, because a package of hours has been sold to the customer, you can enter them, these will not be considered by the load anyway.
Therefore, unlike projects and routine activities, spot activities do not generate a “spread” load over the duration of the project / contract, but only on that days in which the activities are planned.
With Twproject this can be done directly by assigning ToDo’s or by using the work plan.
A practical example: Giorgio’s workload
Giorgio works in a production company and has been dealing with a specific product for many years, he supports customers who buy it and participates in the development of his customizations.
Giorgio’s daily work is therefore composed of projects of a different types. Let’s create them in Twproject and see how his workload looks.
Giorgio has a general customer support project that lasts all year and takes up more or less a couple of hours a day. This project is routine:
And this is how the workload will look like:
Routine activity that takes about 2 hours a day – 25%
Giorgio is then involved in a project for a custom product of one of his customers. The phase in which he is involved lasts only 10 days and his effort is estimated at 40 hours.
This is the new assignment:
And the new workload evaluated:
75% load with the addition of a project
Finally, Giorgio has an active support contract with a specific customer, with a 40-hour pay-as-you-go package. Giorgio does not work on this project unless the customer calls him. This activity is spot and even if we insert the effort, the load does not change.
But what happens to Giorgio’s load if the customer calls him and they schedule an intervention on the product? Giorgio will create a scheduled ToDo and this will modify his load.
Workload with the spot activity scheduled
As can be seen from the image, the commercial activity has stolen some time from the Analysis project and in fact the hours that Giorgio will have to dedicate to it in the remaining days have increased.
These are just 3 simple examples managed by Twproject but which give a good idea of how to map the different types of business activities.
For optimal workload management, it is therefore crucial to estimate the time required to complete each project step and to keep track of the activities involved in the process.
With Twproject 7 we have worked a lot on these aspects and introduced a tool, which using the information of the load “suggests” a “sustainable” project end date for the team.
We have also introduced a tool to quickly solve load peaks and overlaps, because not always everything goes smoothly like our Giorgio, we will see this tool in a dedicated post.
Project monitoring is a critical part of project management because it helps companies monitor progress, evaluate the effectiveness of efforts, and make informed decisions.
This article will shed some light on this topic by discussing popular evaluation tools and methods.
Project monitoring and evaluation are systematic processes that entail collecting, analyzing, and using data and information to track a project’s progress and gauge its performance.
Monitoring a project, therefore, helps the project manager ensure that work remains on track.
Monitoring plays a significant role in achieving a project’s desired and planned outcomes.
As such, project managers must be meticulous in all phases of project monitoring, ensuring that tasks are executed correctly and that any doubts or hurdles are ironed out in time.
Setting clear goals: It means working with specific, measurable and time-bound indicators. These indicators provide benchmarks to measure progress and success.
Data collection: Data are the cornerstone of project monitoring. Throughout project implementation, data are collected through different methods, such as surveys, meetings, focus groups, observations, and document reviews. These data can include both quantitative and qualitative information.
Data analysis: Once collected, data are analyzed to measure project performance and impact. Data analysis may involve statistical techniques, qualitative coding, and comparative assessments.
Reporting and feedback: Findings from data analysis are used to generate reports. These documents provide in-depth information on what works and what does not during a project’s life cycle.
Learning and adaptation: Project monitoring is not just about evaluating past performance but also about using that knowledge to make future improvements- so-called “lessons learned“; project managers and stakeholders should be prepared to adjust their strategies based on their findings.
Project monitoring: 10 most used techniques
You can use many techniques for project monitoring.
Here are some examples:
Work breakdown structure (WBS): A way through whichwork can be broken down and organized into smaller pieces. It includes a visual representation of all project activities and can be used to split up activities and budgets.
2. Gantt chart: It is another way of visual data representation. Nonetheless, it is probably more exhaustive than the previous method and provides more information to a project manager. Gantt chart visually represents activity versus time and helps project managers monitor progress in real-time.
3. PERT chart or graph: PERT stands for “Project Evaluation and Review Technique.” It is similar to a Gantt chart, although structured differently. This chart allows project managers to spot and highlight interdependencies between project activities and identify possible bottlenecks.
4. Critical Path Method (CPM): This tool identifies the most important tasks in a project and the estimated time to complete them. Using this information, the project manager can determine which activities must start first and which affect the overall project schedule.
5. Project dashboard: Dashboards provide a real-time, visual overview of project status, including KPI (Key Performance Indicators), progress toward goals, risks, open issues, and milestones. These are powerful tools for project managers because they help them quickly grasp the project’s status and communicate it effectively to stakeholders and teams.
6.Risk monitoring: This technique involves identifying, analyzing, and responding to project risks. It includes assessing the likelihood and impact of risks, devising mitigation strategies, and continuously monitoring risks throughout the project to manage any changes.
7.KPI: KPIs are specific metrics used to measure progress in various aspects of a project. They can include task completion time, cost, work quality, customer satisfaction, etc. By measuring these indicators regularly, project managers can gauge whether the project is on track to meet its goals.
8.Project reviews and audits: These are formal reviews performed during and at the end of the project to ensure that everything is moving forward according to plan. Reviews may include reviewing compliance against quality standards, verifying adherence to budgets and timelines, and evaluating the effectiveness of project management.
9.Team feedback techniques: Encouraging regular feedback from team members can provide valuable insights into project progress. This can be accomplished through update meetings, surveys, or retrospective sessions, where teams discuss what is working well and what can be improved.
10.Trend analysis: this technique involves observing project performance over time to spot trends, predict potential problems, and take proactive action. Trend analysis can help predict whether a project is on track to meet its goals or whether corrective adjustments are needed.
By using a combination of these techniques, project managers gain a thorough understanding of project progress, identify and resolve problems in a timely manner, and guide the project to a successful conclusion.
Early problem identification allows corrective actions to be implemented before issues become more significant and costly. Furthermore, a thorough assessment of potential risks at each stage of the project enables the development of effective mitigation strategies and contingency plans.
Corrective actions may include adjusting timelines, reallocating resources, amending objectives, or revising execution strategies. These actions are crucial to keeping the project on track with its original objectives and ensuring that it is delivered on time and on budget.
In every project, it is vital to set up a structured process for monitoring and managing potential risks. This process begins with risk identification, followed by their assessment regarding the likelihood of occurrence and impact on the project. Subsequently, it is necessary to plan and implement actions to mitigate the identified risks, continuously monitoring the effectiveness of these measures.
Project monitoring: using Twproject
In the previous section, we went through various techniques used for project monitoring.
Using these charts can be simplified with Twproject, the best project management software available.
Twproject allows you to plan, schedule, assign, and update activities, resources, and end results.
It also provides customizable dashboards, reports, and alerts that indicate a project’s status, problems, and risks.
By collecting data and updates in a single place, project reporting and evaluation become, therefore, straightforward.
Thus, the project manager, team members, and stakeholders can access all pertinent and current information related to a project anytime and anywhere.
When it comes to project monitoring, the following features of Twproject make it the ultimate software:
Task planning and assignment: It helps to break down projects into tasks, set deadlines and detail work performance schedules.
Do you want to quickly find out which are the best Gantt chart software in 2024? We have drawn up a special list for you.
The Gantt chart is thebest tool to get an overview of project performance.
It allows you to have the start and end dates of the project and its phases, their duration, their correlation, the assignees, all in one view.
As we shall see, there aremany reasons to implement it, but to draw up a Gantt chart that is really useful and effective, we need the right tools.
Otherwise, we risk wasting a lot of time creating a merely theoretical plan, which will soon be abandoned and remain only in the initial plans of the project leader.
In fact, the key words for evaluating a good Gantt chart are in our opinion: dynamicity and shareability.
The Gantt has undergone many evolutions over time. Initially, it was a simple, static, time chart for initial planning.
Until not so many years ago, the Gantt was a theoretical structure that was designed at the start of a project, then printed out and hung on a wall in the workplace.
It was a simple benchmark, but unfortunately after a few days or weeks, the chart already became obsolete.
With the emergence of calculation software and then later with web tools, the Gantt became an operational tool.
Its function today does not end at the planning stage, but continues during project execution.
And this is why it must necessarily be integrated and interoperable with other tools. Nowadays, the Gantt chart only makes sense if it is dynamic, sharable, updatable in real time.
Here are in detail the two aspects we took into account the most during our analysis in search of the best software for creating Gantt charts.
First quality of the best Gantt chart: dynamicity
By ‘dynamic’ we mean both the interactivity of the Gantt and its integration with other working tools.
In fact, a good Gantt chart must be able to evolve as various activities are completed. And of course, it is better if this evolution takes place in an automated way and in real time.
At the same time, the information that allows the Gantt to change and progress comes from other sources, such as worklog data, calendar and ToDos performed.
Conversely, the assignments distributed through the Gantt make up and update the 0perators’ workload; its duration affects budget estimates and many other aspects of project management.
The tools we have included in our list of the best Gantt chart software possess this quality!
Second quality of the best Gantt chart: shareability
Together with the interactivity of the Gantt, the group of actors involved in the use of this chart has expanded.
We are talking about the actual project executors, but also about the stakeholders: each resource has its own specific reasons for keeping an eye on the Gantt.
This increases the involvement of the parties and helps achieve a holistic view.
In addition, the most advanced tools also have very customisable role permission systems that allow certain aspects of planning to be delegated.
For example, the project manager may need to entrust the planning of certain project sub-phases to other collaborators, and good software must in our opinion allow for this elasticity on permissions.
But let us finally come to our ranking of the best Gantt chart software, bearing in mind the aspects we have highlighted so far, and see who and how performs the work best.
Here is the list of the best Gantt chart software:
Let’s start with what is considered by many to be the best Gantt chart on the market: Twproject, a software that has made this chart its strong point.
Twproject was founded in 2001, but only from its fifth release did it integrate the Gantt among its tools.
Its team waited until they had the technological maturity to develop a tool that had real utility and was not equivalent to graphing on a spreadsheet.
Since then, however, Twproject has ensured that its Gantt chart became increasingly comprehensive and interoperable, always adding new optimisations and functionalities.
Twproject stands out by having a rather customisable and realistic Gantt that truly reflects the progress of projects.
The elasticity of Twproject’s Gantt is remarkable, but at the same time this tool is extremely precise and its interaction with the other elements of the software is total and accurate.
Last but not least, Twproject guarantees the possibility of keeping track of all previous changes made to the Gantt chart, thanks to the timeline: with this, you can scroll back in time and review the Gantt chart structure at any desired date.
Best features:
Overview or detailed view: possibility to have a lower or higher detail level and zoom in on individual phases of the WBS
Creation of phases and milestones: from list or drag and drop, as preferred
Assignment of phases: possibility to set assignees directly from the Gantt
Integration with workload: warning of overloads and reallocation with ‘magic wand’ tool
Critical path: possibility to check crucial nodes of project development
Timeline: user-activated project change history
Dependency types: in addition to the classic Finish to Start dependency, three more dependencies are available to better accommodate different work dynamics
Elasticity: possibility of having non-sequential dependencies
ToDo view: side-by-side and integrated ToDo management for each project phase
Role and permission management: possibility of assigning the planning of various phases to different users
Sharing: exportability in various formats
Pricing: from € 7.89 per user/month.
Pros: Twproject makes it possible to create a Gantt chart that is unrivalled in terms of user-friendliness, accuracy and variety of functions. Thanks to constant feedback from its users, this product is constantly evolving and improving.
Cons: Frankly, it is difficult to find a single negative aspect in Twproject’s Gantt.
With Twproject, you never have to enter information twice: everything is designed to optimise working time and offer a useful tool in daily operations
The Gantt that can be created with ClickUp has a good overview of the entire project, which is also highlighted by the green bar that encloses all project phases, showing the total duration at a glance.
On each step, the name of the assignee is clearly visible, but other information, such as the percentage of work done, is missing.
There is a general lack of connection with the resource load.
As there is no difference between activities and project phases in Clickup, the Gantt chart is very quick to create and manage.
However, this can be a disadvantage when it comes to complex projects or projects with many micro-tasks to perform and keep track of.
Best features:
Hierarchical structure: Spaces > Folders > Lists
Lists of tasks have their own Gantt
Tasks that can be entered directly on the gantt by dragging and dropping
Secondary opening of the related tab with various detailed information
Duplication possibility
Wide range of customisation possibilities
Pricing: from $ 7 per user/month.
Pros: ClickUp has an attractive interface, and its Gantt is no exception. It makes the agile philosophy its strong point.
Cons: It lacks some advanced features and at first glance its Gantt editor can appear a little chaotic.
Agility and aesthetics combine in a tool that is quick to use but not always complete in its functions
With almost diametrically opposite characteristics we find Gantt PRO.
As its name suggests, it is a software totally dedicated to the Gantt chart.
Project planning starts precisely from the Gantt view, with a WBS side-by-side, in which projects and task lists are entered.
Alongside the Gantt, there are also secondary views, such as the Kanban board, operator loading and reporting.
Some secondary functions such as budgeting and time tracking are only available in advanced licences.
Best features:
Fixed hierarchy of projects and task lists
Various baselines can be created
Percentage turnaround that can be set directly on the task by dragging and dropping
Dependencies with Finish to Start or Start to Start type
Gap between dependencies settable in hours
Critical path
Pricing: from $ 9.99 per user/month.
Pros: It turns out to be a good technical product, with a simple, clean interface and few but clear functions.
Cons: It has a somewhat dated appearance and is little or no customisation. Some secondary functions such as budgeting and time tracking are only available in advanced licences.
If the objective is to create accurate Gantt charts, it may be a solution, although lacking in interoperability with other management tools
Here again we are in front of a tool that starts projects directly from the Gantt.
Only at a later stage, one can add tasks and distribute assignments.
Almost all of its functionalities relate to the Gantt chart and many interactions can be done directly from this view.
A limitation is the fact that tasks and ToDos are not distinct from each other. In addition, all tasks related to a project are always visible on the Gantt, making the management of complex projects somewhat difficult.
Best features:
Ability to add notes and attachments to tasks
Possibility to enter the percentage of task completion
Workload view openable from Gantt
Total view of the number of tasks assigned per person in days or hours
Health report
Secondary views: list, calendar and board
Pricing: from $ 8 per user/month.
Pros: A detailed and very specific tool for creating Gantt charts, with some useful customisations.
Cons: Among the customisations, the differences between dependencies and their elasticity unfortunately do not appear. Furthermore, due to an excessive level of detail by default, the Gantt loses its primary function as a comprehensive overview tool.
Suitable for those who need to create many Gantt charts for small projects but somewhat lacking in cases of complexity
Bottom line
We have tried to help you choose the best Gantt chart software for your projects.
In conclusion, keep in mind that if you decide to try to Twproject:
its interaction with ToDo lists makes it possible to overcome the classic Waterfall vs. Agile opposition, and creates a new structured yet dynamic approach.
The possibility of having a timeline that allows you to go back to the planned structure at any time, right from the start of the project, makes Twproject’s Gantt chart the best planning tool. In fact, it allows us not to miss any important data and to be able to reschedule freely and without delay during project implementation.
Thanks to its slider, you can “navigate” back and forth in time and see the initial situation; you can see what and when it has changed from the baseline (i.e., the initial planning), pointing out the highlights.
Twproject offers you an incredibly functional and complete version of it. Want to discover this timeline with us? Here’s everything it allows you to do.
Features of the Timeline on the Statistics page
On the Statistics page, in the tab following the Project Overview, you will find everything you need to make a comprehensive and accurate project monitoring and tracking plan.
And this is where we placed our Timeline, to have at first glance a dynamic temporal line: this allows us to immediately see the dates of relevant changes from the initial planning (baseline).
The baseline, as the word implies, is in fact the base of the project, established before the project is started. It is meant to capture the initial situation, to see if and how far we will deviate from it later.
It mainly includes: timelines (start and end date), expected costs, and resources involved. In Twproject it is always visible in the Statistics page.
But as we know, it is natural for these variables to change during the actual course of the projects and thus deviate from the baseline.
All quantitative project variations are automatically recorded on the Timeline, without the project leader having to manually annotate them.
Recording events on the Project Timeline
So, what is meant by quantitative project variations?
We are specifically talking about changes in delivery dates and in budget; we will see all these changes highlighted on our timeline with a specific icon based on the event.
This is what our Project Timeline looks like.
The icons within it show the times when something in our project was changed, and specifically:
Date: calendar icon indicates that a project start or end date has been changed. Since the Timeline is also available for project sub-phases, any time changes in these phases will also be visible on their related statistics pages.
Budget: any budget changes are recorded and shown on the Timeline with the coin icon.
Update: the small balloon icon instead tells us when a reminder has been manually added about a salient event that occurred on a certain date. Reminders can be added directly from the main page of our projects, in the section dedicated to updates
Free scrolling of the Project Timeline
But of course it is also possible to drag our cursor on the Timeline, to view the progress of the project over time.
As we scroll we will see the percentages of work done changing, along with all the other data shown in the graphs on the Statistics page.
We will be able to move back to any time point in our project, to monitor progress at a certain date or simply see what and how it has changed from the baseline.
An extra monitoring tool: the Project Snapshot
But there is a tool that complements and collaborates with our Project Timeline: the function that lets you take a Snapshot of the current state.
This will allow us to check this state easier at a later date.
On the Overview page of the project or of one of its phases, you will find the small camera icon.
With this you can ‘take a picture’ of the situation at any time and then display it clearly on the Timeline.
After you have captured the moment, you can write a note to link to this Snapshot: e.g. a time reference, a turning point in the progress of the project, or any other relevant aspect.
You will also find your snapshot icon among those in the Timeline; you can simply click on it to see the status of the project at the saved date.
This step is very useful in the case of long-term projects.
In fact, it will prevent you from scrolling through your Timeline randomly in the future, instead allowing you to have the most interesting moments already highlighted.
Bottom line
We have seen how important it is to keep track of a project’s progress over time, and Twproject offers you a unique tool to perform this analysis.
This is useful both for accurate reporting, but also for making more reliable future forecasts on similar projects.
Gantt charts for projects are the essential weapon of the Project Manager, but they can be extremely useful and effective even for anyone who wants to organize their activities in a structured way.
This planning tool appeared in the early twentieth century and has since been widely used for project planning.
The main reason for the success of the Gantt charts is their simplicity and the focus on the quick visualization of the activities.
Gantt charts are also an excellent way to plan the project in a temporal way, allowing to define roles, responsibilities and effective use of resources.
In fact, they provide an immediate vision of how to develop and structure the project and act as a guideline to the end.
The Gantt chart, also called scheduled bar chart, is a tool for panning a set of activities that, generally, are part of a single, more complex project.
On the horizontal axis there is the time span, whose unit of measurement depends on the project calendar – days, weeks, months, etc. – while on the vertical axis we find the list of the various activities.
Each task forms a coloured bar that goes from the start date to the end of the activity.
Once all the activities have been inserted, there is a visual scheme of how the project is structured, which tasks come first, which ones overlap and which ones happen later.
The resources that carry out every single activity are easily identifiable.
With such a graphic structure, it is easy to understand, at first glance, if the processes are taking place on schedule and if the progress of the project is in line with the scheduled deadline.
Many software have, in the Gantt, their sore point because the Gantt is not very effective or even non-existent.
Only some software, including Twproject, allow not only to obtain a Gantt chart of the project that is easy to read, but also to get even more details, indicating for example:
the resource assigned to a given activity;
if the resource works full-time or part-time;
how much work has been done and remains to be done;
the cost associated with each activity.
What are the advantages of the Gantt chart?
As a company we think that the Gantt chart, if well structured and managed, can bring various benefits to the management of a project.
Here is a list of advantages that this system inevitably presents.
The Advantages of Gantt: Visualization
The Gantt chart allows to clearly visualize the workflow and the project structure.
When we insert the various tasks, or analyse the schema after inserting them, we can immediately realize any inconsistencies.
The linear scheme allows you to understand in advance if you will face potential organizational or technical problems and allows you to prepare in advance.
The distribution of the activities allows to identify the intermediate goals and to understand if the project is in line with the schedule or not.
The Advantages of Gantt: Flexibility
As already mentioned, an advantage of the Gantt chart is to clearly show the start and end date of a given activity.
The timing of each task will be set after a direct comparison with the managers of each sector, in order to have a realistic value.
For this reason, the Gantt chart is also useful for the feasibility analysis of a project.
Once the entire project structure is set up, it makes no sense to run to complete certain steps before the set date – unless there is really a valid reason – as this may be reflected in the lack of completeness and / or accuracy.
If you have agreed on a certain date speaking to the direct responsible, it means that this is the time necessary to carry out the work correctly and completely.
Forcing time would affect the quality of work.
The Advantages of Gantt: Efficiency
These charts allow an intelligent and effective use of resources.
It becomes really difficult for the resources to be reliable when they are grappling with too many processes and find themselves submerged.
All conflicts and problems that follow an overload of tasks can lead to a definitive blockage of the whole project and, inevitably, to its failure.
Using Gantt charts as a project planning tool gives you an overview of the project timeline so you can easily see where and when a particular resource is busy.
So, it is possible to allocate resources in such a way not to slow down or block the activities.
Once a process comes to an end, you can transfer the resource to another activity.
The Advantages of Gantt: Motivation
Gantt charts are great for morale!
Probably we all had those days where we felt completely lost and submerged from work and projects and we could no longer see the direction in which we were going.
In this case, the Gantt chart can be a valid psychological aid.
Looking at the diagram, in fact, you can immediately see how activities are taking place and how each process leads to the completion of the entire project.
It is a very effective method to raise morale and motivate the team.
Moreover, seeing the achievement of a goal – however small it may be – is still a gratification. It allows to concentrate, step by step, on the different blocks of activity without feeling disoriented by a project that can be long and complex.
The Advantages of Gantt: Communication
Gantt charts are not just a useful tool for planning the project.
Team members can use these diagrams to see where they are in the project, what they need to complete certain tasks and the inputs they need.
The project diagram shows them exactly who they should contact and who they should collaborate with during each phase.
This makes them able to communicate better not only with each other, but also with the Project Manager.
Thanks to the Gantt charts, it is also possible to help improve cohesion, communication and understanding of and in the team.
Create your Gantt now
Contact us for a tailored demo and find out how to use Twproject’s interactive Gantt
The aspects (disadvantages) of the Gantt chart to keep under control!
As with any high performance tool, even for the Gantt Chart, there are some aspects to monitor.
Aspects that if not properly managed could result in real disadvantages.
Let’s list briefly the aspects to pay attention to, so that everyone can make his evaluations:
It can become extraordinarily complex. Except for the simplest projects, a Gantt chart will present a large number of activities and resources used to complete the project. There are special software that can handle all this complexity. However, when the project reaches this level, it must be managed by a small number of people, or often by one, able to handle all the details. Large companies often employ one or more prepared Project Managers. In companies not used to this type of management, this may not work as it should.
The size of the bar does not indicate the amount of work. Each bar on the graph indicates the period of time in which a given activity will be completed. However, by observing the bar, it is not possible to determine what level of engagement we need to complete these tasks. For example, a short bar could take 500 hours, while a longer bar could take only 20 hours.
The length of a bar in fact indicates the timing of a given activity and not its complexity in terms of working hours.
It needs constant updates. After starting the project, things can change. If you use a Gantt chart, you need to be able to change the chart easily and frequently.
Difficult to see on a single sheet of paper. The software that allows you to manage these graphics are mostly suited to a computer screen and are not meant to be printed. It therefore becomes difficult to show the details of the plan to a broad audience. It is certainly possible to print the chart, but this normally involves a job of “cutting and pasting” of the individual pieces, rather expensive in terms of time.
Bottom line
To sum up, in the context of project management it is essential to have a clear view of the beginning of activities and how they develop as the project progresses.
We have seen how using a Gantt chart helps team members visualise not only when individual activities begin and end, but also how they intersect and influence the final outcome of the project.
All in all, the biggest advantage of the Gantt chart is the pure simplicity and the clear overview of the activities and their duration.
This makes it ideal for projects where facilitated access to all relevant information is required and where these should be easily understood by all those involved in the project.
This is why we thought of an evolution of the Twproject Gantt.
We have, in fact, built a tool that can shape situations in real time and be easily modified over time.
Twproject’s focus is to capture the work done in real time, to guide the Project Manager during the entire project development.
Twproject includes an interactive Gantt that allows us to punctually assign resources to each phase. Thanks to this approach, we can monitor the progress of the project in all its parts with full transparency.
From the interview with Gap Studi e Consulenze
Our customers’ experience in this direction encourages us by providing us with guidance in future development.
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.
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.
– ASSOPM
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.
– 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.
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.
Women In Project Management Summit (March 7, 2024): a key event for women in project management featuring influential speakers covering topics such as best practices, technology, and diversity, this event focuses on empowering and encouragingwomen in project management.
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.
The Critical Path Method (CPM) is an essential algorithm in project management, used to plan a set of project activities. Its purpose is to highlight the steps involved in the longest path that determines the project end date.
To implement the Critical Path Method effectively, it is crucial to draw a network diagram illustrating all the necessary activities and their dependencies. Identifying the activities that form the critical path is crucial because these, being interconnected, define the minimum time required for the project to be completed.
Any delay in one of these activities can slow down the entire project.
To use this method, you must build the model by paying attention to:
Define all projects’s phases
Highlight dependencies between phases
Calculate the duration of each phase correctly
The critical path analysis allows you to highlight what activities are “critical” but also those that can be delayed without increasing the project lifespan.
Critical Path Method: a practical example
If you have never used this methodology, let’s try to apply it to a simple example: imagine we have to install a shelf in the house.
First, you need to split the project into phases:
Buy the shelf
Buy the fixing bars
Choose the wall and the height
Make the signs on the wall
Do the holes with the drill
Install the fixing bars
Mount the shelf
Once you define each steps, you can try to identify the dependencies: at a first analysis you immediately realize that some activities can not be started until others are completed, for example, you can not do holes with the drill until you make the signs on the wall, also the shelf can not be placed until the fixing bars are fixed. At the same time you see that the choice of the wall, the purchase of the shelf and fixing bars are activities that you can do in parallel. Here is the Gantt of activities with dependencies:
This type of activity can be easily planned using the Gantt diagramsthat also shows the critical path calculation in red. The chart shows the sequential activities, they are in orange because suspended waiting for predecessor completion.
All these sequential activities are the fundamental steps that determine the length of your project. The critical path of the projects is the longest sequence of activities.
It is essential to pay close attention to phases on the critical path to manage the timing of your Gantt. For example, if you have a task that lasts 100 days, a 5-day delay on one of the sequential activities will result in a total delay of 5 days for the task.
Another important aspect to consider is the human resources availability, for example, we have said that some phases can be done in parallel such as buying fixing bars, shelf and choosing height in the wall, but these can be done in parallel only if you can count on three different resources available, in case you are alone to complete the project the Gantt changes drastically. Phases become all consecutive.
So, project critical path can be calculated according to tasks dependencies, but to determine task end dates it is necessary to identify the resources at your disposal and the correct duration of each phase. Only after analyzing these two aspects will you be able to handle project times by using a Gantt diagram and see a correct schedule.
From this simple example it is clear that critical path analysis is not trivial, this method is particularly used for complex but predictable activities.
In the real world, in fact, it is difficult to follow exactly the established plan, moreover, you can have external new requirements or constraints not considered at an early stage of planning.
In our example, if you did not find the fixing bars in the store and you have to order them online you could introduce a delay that could reflect on the overall project’s duration, even if this phase was not in the critical path.
Critical Path Method: the role of the project manager
The role of the project manager in this context becomes crucial.
An effective project manager not only supervises the sequence of activities, but also coordinates resources to ensure that the critical path can be completed smoothly.
The duration of activities on the critical path must be precisely managed, as any delay in these activities would directly reflect on the overall project timeline.
It is essential for the project manager to use tools such as Gantt charts to visualise progress and quickly adapt plans in response to any changes. This careful control allows them to minimise the impact of delays and keep the project on schedule, making the best use of available resources and ensuring that deadlines are met.
It is also important that the project manager maintains constant communication with all project stakeholders. This not only helps keep everyone informed of progress, but also facilitates the collection of feedback that can lead to significant improvements in project management. The ability to quickly adapt plans in response to feedback or sudden changes is an invaluable quality in this profession.
With careful planning, dynamic resource management and effective communication, the project manager ensures that the project not only achieves its objectives on time, but also adapts to changes in the environment, thus maximising the chances of overall success.
Using Twproject for the Critical Path Method
To keep track of the progress of your plan at all times, you should therefore:
1. Update data frequently. 2. Carefully monitor the phases on the critical path, but also those outside it. 3. Keep resource availability under control.
This is why, being able to rely on software that manages easily updatable Gantt diagrams is essential: you will be able to enter dependencies quickly, as visualised in the previous images, but also enter durations and have the end date calculated automatically. An interactive Gantt chart will also allow you to quickly re-plan late tasks by showing you the changes immediately.
If you rely on project management software such as Twproject, which includes, in addition to the interactive Gantt with the critical path analysis, several tools for monitoring resources, you can easily manage the workload, so that you have the flexibility to intervene promptly on any critical issues and finally have everything under control.
Twproject not only simplifies the scheduling and monitoring of activities but also transforms the way information is shared and managed within the team. By centralising information, each team member can access real-time updates, enabling a coordinated and timely response to any changes or issues that may arise.
In addition, the ability to visualise overall progress and relationships between different activities through interactive Gantt charts helps prevent bottlenecks and optimise workflows. The automatic update functionality of end dates, based on changes in previous activities, is particularly useful in dynamic project environments where time and resources may change frequently.
Relying on these advanced tools allows project managers to spend less time on manual data management and more time on strategic analysis and effective team leadership, thus raising the quality of the entire project management.
Finally, the integration of advanced project management software such as Twproject is crucial to ensure efficiency, responsiveness and successful project completion.