Twproject is out with a small new release including some bug fixes and a new interesting feature.
Twproject 6.5.65011 includes a new bar that can be activated on your Gantt showing task progress over time. You can pick a date, or more than one and see the progress status of your task at that specific date:
You can check the entire list of features/bug fixes in our change log.
A good communication with team is the main method for excellent project management. In fact, effective communication allows a project to have a successful conclusion, but on the other hand, bad communication could be fatal.
The project teams are in a constant state of communication: e-mails, videoconferences, phone calls, messages, face-to-face discussions, and non-verbal interactions.
Whatever the type of media used, project teams can increase the chances of reaching goals if the right communication strategies are developed and if everyone is kept informed about what is happening.
Here are some suggestions for the project manager in order to communicate effectively with the team during the project.
An “open door” policy allows anyone to ask questions and expose concerns and ideas at any time.
This is an important part of building trust within the team. Knowing that it is possible to ask questions about any concern is a great motivation for team members. It makes them feel important and an integral part of the project.
Another suggestion is not only to “open the door” figuratively, but also literally. Removing physical obstacles between employees creates a sense of mutual trust and encourages an open exchange of ideas.
Nobody is perfect, so we all need a feedback from time to time.
A criticism or feedback is useful when it is constructive and, to be effective, it must be clear and detailed.
And we must not forget that feedback or criticism, whatever it may be, must be accepted and processed by the person who receives it. A good Project Manager must be ready to carefully examine the feedback received from the team and to take, where necessary, the right measures and / or corrections.
No one can complete an activity if he is not sure what his responsibilities are.
For a project manager, it is essential to make sure that the whole team knows the purpose of the project and that each individual has a clear idea of what exactly is expected of him. In this a RACI matrix can be very useful.
Bringing the team together regularly in order to monitor progress, ask questions, and tackle any problem is another effective way to keep everyone on track. Make sure all team members are aware of their responsibilities within the project.
Team building exercises have long been used to improve communication between team members.
In addition to organizing role-plays or other workplace activities, it is also possible to organize a dinner (for example once a month).
The goal is to create socialization among team members. When colleagues are comfortable with each other, they communicate better.
The feeling of having a second family at work makes people more willing to work harder towards a common goal.
Linked to the previous point and team building: a coffee break allows everyone to interact informally while still in the workplace.
Coffee is the fuel that allows most people to “survive” during working days, so why not make it enjoyable and productive at the same time?
This can be very effective for improving group communication.
Communication-focused training is not just about basic conversation skills but, depending on the course, it could include presentation skills, writing skills, and training on managerial skills.
Different situations require different ways of communication.
For a project that involves team members working remotely, for example, a video conference is an excellent way to keep in touch and exchange information on progress and goals.
For projects with an internal team, face-to-face meetings are often the best method of communication.
In short, depending on the type of project and team, the most efficient form of communication could be different. Therefore, it is important to choose it well.
Project management software enables transparency across the team, giving the possibility to monitor progress, collaborate with other members, and check details and deadlines.
With a simplified system, everyone has access to project specifications and can leave comments that others can see. Moreover, a chat inside the software, will greatly facilitate the communication between members.
In most project teams, there may be several leaders (below the project manager) who coordinate team subgroups.
It is important to make clear from the start who those leaders are, let the team members, but also the project manager himself, know exactly who to contact in case of problems or questions.
This process distributes work more equitably among leaders and reduces stress on individual team members.
When people of different nationalities, ideologies, and languages collaborate, the ideas that come from them can create something really special.
But diversity does not come without its challenges: accents, dialects, and cultural dialogues can sometimes lead to confuse communication and create misunderstandings.
To avoid these difficulties, team leaders, together with the project manager, must work on a strategy to minimize these problems.
Not all people like to communicate in the same way.
Visual people, for example, tend to prefer written forms of communication, such as e-mail or software, whereas other type of people benefit more from a phone call, video chat, or face-to-face meetings.
Taking note of the fact that everyone is different and prefers a different form of communication, not only does it improve the spread of information, but it allows us to recognize people as individuals and not as mere numbers.
Perhaps the most effective way to improve interpersonal communication in the workplace is to spread a sense of trust among team members.
Transparency is the key. If team members feel that some information is kept secret, any trust that has built up over time goes away.
Obviously, some sensitive information must be kept secret, but when it comes to something related to team members, they have the right to know.
The project manager must therefore be open and honest with them and ask them to do the same.
Mutual trust is important in every relationship, including professional relationships.
Nowadays, almost everyone has a smartphone or other mobile device connected to the network.
So why not take advantage of the opportunities that technological progress gives us?
Some software solutions for project management, for example, can offer an app for project managers and team members, with which it is possible to stay up to date on project developments in real time. In Twproject, for example, you can use the chat.
In many workplaces, it can be difficult for team members to always be honest.
In order to understand the needs and concerns of the team, a solution can be that of an anonymous survey.
In this way, it will be possible to collect all the concerns that are not directly communicated and find out possible problems that the project manager could not know.
People are more likely to be honest if they know their opinions are and will remain anonymous.
The best managers are those who assume their responsibilities, even – and above all – when it comes to errors.
Everyone makes mistakes, so by confessing his own fault, a project manager will show to be a human just like his employees.
Using these suggestions, you can bring the team together, improve communication and, in general, make the workplace a better place.
These factors lead to an improvement in the quality of the project, better control over the budget, and greater customer satisfaction.
When the workplace becomes a second home and colleagues become a second family, this cohesion translates into maximum team productivity.
Creating a complete schedule is one of the most difficult tasks that a project manager has to face.
Precisely for this reason, we want to speak about this subject again in order to better clarify some points that concern the level of detail of the time schedule or, in other words, how deep we must go into details in order to predict the timing of the project.
The preparation of a time schedule should be carried out within a formal structure, in which clear lines of authority and responsibility should be established. Let’s start by seeing what the steps are.
There is a commonly used five-step process for preparing the time schedule. It looks like that:
The time schedule is therefore fundamental for the correct execution of the planning and control functions of the project management.
The planning phase of a project contributes to the development of detailed plans and budgets and the identification and allocation of the resources required in all project activities.
Moreover, during this phase, a series of integrated programs are developed at multiple levels that link all the activities of the time schedule, showing their logical relationships and possible constraints.
The level of detail developed for these programs depends on the scope and risk of the project.
This process provides a hierarchy of functional and layered programs that can be useful for monitoring the progress of the project.
So let’s see what are the different levels of detail that a schedule can present.
This is usually reported in one single page, in which the main activities of the project are highlighted, the milestones, and the key results for the entire project.
It is used to summarize project planning in reports and other documents when more detailed planning is not required.
Frequently developed by the “client” as part of his first feasibility studies for the project and then maintained by the contractor; it can be used to assist in decision making.
It describes the overall project divided into main components by area and is used for higher level management reports.
It will include Level 1 information, but in more details in order to show the activities by area.
It should demonstrate the guiding path for the structures and the main process systems based on the purpose of the project.
The relevant public of this type of program includes – but is not limited to – general managers, sponsors, and project managers.
This program is a summary of planning activities and is generally developed by the main contractor or project team during the initial planning stages.
Level 3 planning covers the entire project and is used to support the monthly report.
This includes all the major milestones, the main design, procurement, construction, verification, and start-up elements.
During the project execution phase, this planning defines the general critical path and is the main coordination tool for the project as a whole.
Level 4 presents the detailed plan of the work that needs to be done, where each part is an expansion of a part of the Level 3 program.
This is the program that shows the activities that must be performed by the project team.
The dates generated by the activities included in this program represent the expected start and completion of the project.
The level 4 program can cover the entire project or part of the project, depending on the size and complexity of the project.
A critical factor is to keep this type of planning in such a dimension that can be easily managed, updated, and validated.
The recipients of this type of program are mainly project managers with their teams.
This program presents the further subdivision of the activities included in Level 4.
In short, this is a program used to map the detailed activities necessary to coordinate daily work in specific areas.
Level 5 schedules are developed by workforce supervisors to plan and coordinate their work in detail.
These level 5 programs are generally replaced every 1 or 2 weeks, depending on the complexity of the job.
In conclusion, each level of a time schedule has its specific function, also based on the complexity that a project presents.
It is important for a project manager to be able to “navigate” between the different levels and to be at the right level of detail in order to bring a project to its success. To do this, it is essential that a project management software such as TWproject is available with which to manage each time program level.
Try it now by clicking here. The test is free!
We are finally out with a new great release (6.5.65009). Among lots of improvements and fixes, we include 3 new fantastic features: a dedicate page for resource attendance, 1 new widgets that will enrich your dashboard and last but not least a new way to link a specific file storage to your entire task tree.
You can download the new release here, it includes some database schema updates so do a complete backup before upgrading.
A new widget will help you having an idea of the load of your team, you can also change tho workgroup checking the load of different resources.
The other great feature we added in this new release is a dedicated page for attendance overview.
For this purpose we changed the event type behavior. Since this new release you will not have the unavailable check anymore in your event, but you will need to specify a type, types are now marked as unavailable or not:
So, for example, to create an unavailable event for holidays, you will need a holidays type marked as unavailable.
The update procedure will create automatically a new event type called”unavailable” and will assign it to all events marked that way. After you create the correct events types, like permit or trip, you should change events, at least those in the future, with the correct types.
To help you in this procedure we also changed the event list page to bulk change types.
Thanks to this the attendance overview will look like this:
You will have the list of your event types with relatives events, a specific row for worklogs (red if missing) and one specific row for overtime: calculated according to your work settings, worklog inserted and unavailable events.
The first step to assign a file storage dedicated to your tree is to create it (tools -> file storages).
Once You have it (copy the filestorage code) you can go in the dedicated section from admin -> project defaults:
In this case FT is the code of the file storage that I have created before, a folder in my file server I pick to save projects file:
Thanks to this simple step, from now on you will have on your project/tasks a dedicated folder for your files. The system will create a dedicated folder for every node of the project tree, and the name of this folder will follow the specification you insert, in my example I chose the task code.
The complete list of all new features is available on the change log page.
The three-year plan AGID (Agenzia per l’Italia Digitale, as it is often called) is officially known as the Three-Year Plan for Information Technology in the Public Administration.
This is a strategic document, always published in September, which is a guide and support for digital transformation in Italy. A digital transformation also in line with what the European Union Action Plan for eGovernment 2016-2020 predicts.
This plan serves as a structured and strategic planning of technological investments in the Public Administration scheduled for the three-year period 2019-2021.
Obviously, we are dealing with this because the implementation of a project management software falls within the AGID Plan. Can you imagine how useful it could be for the economies of the country to have a centralized place for the realization and control of public administration projects?
The Plan, as we have said, will be valid for three years (2019-2021), but before being implemented, it must be approved by the Presidency of the Council of Ministers and signed by the President.
Thanks to the solutions provided by this document, public administrations can work and invest to offer more effective services to citizens and businesses.
The focal points are mainly the use of agile methodologies, a mobile approach, safe and reliable application interfaces, and open source.
Digital development in the country is therefore organized, structured and integrated following this three-year plan. But let’s try to see the application steps in detail:
The AGID Three-Year Plan has several goals, including:
As can be easily deduced from the topic, this plan is constantly evolving over time.
Specifically, the three-year AGID 2019-2021 Plan envisages four changes compared to the previous one. Let’s see them together:
The purpose and goals of the three-year AGID Plan are now, very probably, clear; but who is in charge of making this digital transition?
There are three main actors:
This is then not a solitary project within the Public Administration, but a process where different experts must be involved and should work together, for the good of the citizens.
In addition, a large monitoring action must be taken in order to evaluate the results of the introduction of these new services and evaluate any possible change.
The 2019-2021 Three Year Plan, like the previous one, is structured in three parts.
Above all, the first and the third give a summary of the strategies that Public Administrations are expected to implement.
The second part is much more technical.
In particular:
Part 1 – Frame of reference
Here the European and national regulatory context is illustrated and the strategic model is mapped.
Part 2 – Technological and governance components
Divided in turn into:
Part 3 – Final considerations and address notes
Here are reported the data of the Public Administration expenditure as regards the digital transformation.
Also, the actions that the public administrations will have to implement from the digital point of view are listed.
To conclude, the AGID Triennial Plan offers a framework and a “guide” to the digital world for the entire ecosystem of the Public Administration.
It is therefore hoped that with its help it is possible to positively continue a digital transformation in line with the European one, but above all responding to the needs of citizens and businesses.
Project management conferences are an excellent way to meet new people, do networking and improving one’s skills. Obviously, it is not always worth participating to all of them.
We thought, therefore, to do a selection of the most important events. Basically, a list of the major Project Management events that will take place in Italy and in Europe in 2019.
There are many interesting events organized every year by the PMI Central Italy Chapter, but the two events that are under international attention and which will surely be worth following will be:
A three-day training program organized by the IPMA – International Project Management Association for potential PE Award assessors.
Much attention is devoted to the evaluation process itself, including the ability to interview and report.
Before this training session in Lisbon, there are also two other sessions in the form of webinars that are carried out online.
More information can be found at the official link
https://www.ipma.world/projects/project-excellence-awards/pe-assesment-trainings/
This conference, sponsored by Hyde Park Solutions Ltd., will explore how the profession is delivering value in a changing world, following the “Delivering Value in a Transforming World” macro-theme.
Key speakers will discuss how project managers can take control of their projects and provide more benefits using innovative methods, tools and techniques.
The three streams this year will focus on adapting to develop a career, working smarter and how to develop personal performance.
The appointment is for May 2nd, 2019: https://www.apm.org.uk/apm-conference/
The PMI – Project Management Institute is the leading association for project, program or portfolio management professionals.
The PMI® EMEA 2019 Congress will provide the concept, skills, and behavior needed in order to make a difference in project management.
More than three days, in which the global perspectives on this fast-moving profession will be heard.
The congress will take place from the 13th to the 15th May 2019 in Dublin, Ireland: https://www.pmi.org/emea-congress/registration-options
The second edition of the Project Management Foruma – PMF will take place on the 23rd and 24th May 2019 at the Palazzo di Congressi in Lugano.
The program of this new edition of the PMF has not been published yet, but this event was created to contribute to the development of knowledge and the dissemination of culture in the field of project management.
Surely, even in 2019, there will be an interesting program. More information will be published here http://www2.supsi.ch/cms/pmforum/pmf-2019/
The agenda and keynote speakers of this congress have yet to be published, but this is definitely an event to attend.
The 2019 Portfolio & Project Management Summit will take place in Berlin, Germany, on October 24th and 25th 2019.
The information will be published in this official link https://qepler.com/events/portfolio-and-project-management-summit-2019.html
In this case, we are not talking about a congress, but about an executive course in Project Management offered by CUOA – University Center of Business Organization.
This course focuses on all aspects of project management in operational terms, and not just theoretical ones as most of the courses do.
In fact, technical competence is necessary, but not sufficient for a professional project manager.
The 15th edition of the course will take place from the 15th February to the 25th May 2019.
Keep in mind also that the Jobleader Project Management course of CUOA Business School is a prerequisite for the certifications in Project Management of the PMI.
For more information, here is the link: https://www.cuoa.it/ita/formazione/corsi-executive/project-management
MIP has always supported organizations of different sizes and from different sectors in the training of their project managers.
Also in 2019, three courses will be proposed:
To know all the dates, consult the official website of the MIP
https://www.mip.polimi.it/it/offerta-formativa/management-academy/aree-tematiche/innovation-design/corsi-brevi-in-project-management/
In our opinion, these are the most important project management events of 2019. In case you have new events to report, you can easily do so by leaving a comment below.
A new Twproject release is out today, with some small enhancement and some bug fixes. This release is free for all plan and does not contain any schema update. For the complete list of changes take a look out our change log.
This new release includes a new rich HTML editor that you can use for sending messages, writing notes and meeting minute.
We also introduced a new repository type to organize uploded twproject document in folder by day/month/year and a new bar in task statistics for task’s helth.
The list of small improvements is rich as well so just go take a look!
Before starting to talk about the Organizational Process Assets, we want to spend some words in order to “contextualize” the topic.
As the 6th version of the Italian PMBOK highlights, the projects exist and operate in environments that may have influence on them.
Such influences can have a favorable or unfavorable impact on the project and this obviously depends on a number of conditions.
However, there are some categories of priority influences:
It is precisely the updated guide of the PMBOK that highlights this structure.
Starting precisely from this division, we have chosen to deepen in this article the topic related to the Organizational Process Assets.
Organizational process assets (OPA) are valuable information, documents and knowledge tools that the organization accumulates over time.
In a simpler way, we can say that they are one thing: lessons learned from the past.
In other words, while the organization is involved in various projects, it gradually gains and develops more Organizational Process Assets. These are the history of the company itself and of its projects.
Organizational Process Assets include documentation that serves as an archive or repository of the company.
An asset is something of value and the assets of a mature company are priceless. It took a long time, human and economic resources to achieve them.
Here is a list of the Organizational Process Assets normally used and that can be divided into two categories.
The first category deals with the processes and procedures needed to carry out the work, which includes the following:
The second category includes basic company knowledge for storing and retrieving information:
A project manager should normally include all this information during project planning.
As mentioned, the organizational process assets consist of what the company has acquired over time and are therefore very valuable especially considering project planning.
Documents, policies or procedures that are part of the organizational process assets are used as input for most planning processes.
For example, if the company is trying to start a new project very similar to a project already carried out, the documentation of lessons learned about the past project will provide a lot of useful information for the new project.
In short, the assets will act as inputs for the new project.
The resources of the organizational process can also be advantageous in terms of saving time in the case of hiring a new employee.
If all that is connected to the role of the new employee is well documented, it will be really easy for this new team member to start working quickly and effectively. Obviously, the same thing will happen in the case of a change of role within the company.
At the end of each project, during the closing process, the new lessons learned will be collected within the organizational process assets and will help in future projects.
First of all, come the lessons learned by the team, and after those the evaluations of customers and stakeholders.
The format of the assets can be different depending on the project or the type of organization.
It is possible to use databases, sometimes specific, for the collection and documentation of information or these can be collected in paper format.
It is important to keep in mind that the organizational process assets are not only fundamental for the project management, but also for the general management of a company. In fact, they represent its historical basis and its experiences.
In conclusion, and we repeat the concept, the organizational process assets can be considered a real treasure when it comes to project management.
These exist to make suggestions, to be used, to develop and grow further, from project to project.
This is why it is essential that the project documentation is always available and updated.
In Twproject, we have created an intelligent system for managing and archiving project documents.
By choice, we keep document management to the essential, with some powerful and simple technique that can satisfy most companies.
The documents, even those related to the organizational process assets, are always just a click away!
People often confuse projects with processes.
Some might argue that this is only a question of semantics and that saying “project” rather than “process” does not change much.
In fact, there are some areas where projects and processes can overlap (which is why confusion arises), but there is also an essential difference that impacts the way in which the activities are managed in one case or the other.
A recognized definition is that:
A project is about creating something new or implementing a change. On the other hand, a process is designed to create value by repeatedly executing an activity.
In a project, the goals and plans can be modified by the stakeholders. The processes, on the other hand, are established procedures for work and can be generally modified only with planning and investments.
In fact, a project is ideally needed to change an established process within an organization.
A project is temporary because it has a defined beginning and end date, and therefore defined scope and resources.
Moreover, a project is unique in that it is not a routine operation, but a specific set of operations designed to achieve a singular goal.
Both processes and projects aim to achieve something through a sequence of planned activities.
In general, they both need teams and resources that can execute them.
Moreover, they can coexist, as in the case where people work on processes and have a project going on.
It should be underlined that between projects and processes there is a significant difference: the frequency with which the activity is repeated.
The projects are in fact one-off, even if there are cases in which the projects become repeatable.
In this situation, if the project becomes repetitive, it becomes a process.
The processes are in fact repeatable and create value by producing a given output on demand.
The fact that the activities are repeated means that it is possible to efficiently cushion the planning effort thanks to the many repetitions.
Instead, in the case of an already planned project, the effort must be repaid by the outcome of the single time it is performed.
When dealing with a project, much of the effort goes into the initial planning. After this step, the effort is focused on checking that everything is following the plan.
The process works differently. In fact, you can review the result from a process and learn from it, you can make changes to the process and you can experiment and see what works and what does not.
The “management effort” is less focused on keeping things on track and is rather oriented to learn how to optimize the process.
So this is the big difference regarding the “management effort” in projects and processes.
In addition to this, projects and processes are supervised differently, making most of the tools incompatible for managing both of them.
Projects are supervised by a primary authority, usually a project manager, who guides the project towards its goal.
The processes are instead managed by all the people involved in the workflow in progress. In other words, they are everyday actions that are formalized with the goal of improving overall efficiency and productivity.
Project management is a consolidated methodology for managing and executing changes within an organization.
It is interesting to see that the project management itself is a defined and repeatable process. Ultimately, all the work involves a process and the project management functions in the same manner.
The correct management of the project proceeds according to well defined principles and procedures that allow to manage organizational changes and new initiatives.
It is simply a very specific and carefully designed process that is repeated and performed every time the company makes a major change and is doing something new for the first time.
The process of implementing these changes is called project management and each change must be managed as a project.
All of what has been said so far shows that there are several reasons for extending project management with processes; often projects or processes are presented as alternatives for the organizational needs of the team.
With Twproject you can get benefits from both, in an integrated solution.
Surely it has happened over time to repeat some of the company’s projects and to standardize them and transform them into “business processes”.
Well, in our software you can find the solution to this situation …. And many others!
In TwProject, the integrated tool for managing business processes greatly expands the possibility of modeling in relation to the project tree. It improves usability even for complex cases, keeping the organization based on the project.
In our meetings with customers we often present two ways according to which they can model their business processes:
In conclusion, we can say that there is no difference in importance between a project and a process. In fact, everyone plays an important role in achieving goals within an organization and it is necessary to make sure that they are both used appropriately.
Processes are continuous and repeated procedures that help to achieve business goals, while projects are ways to change processes, launch new products, or otherwise make changes within the organization in order to develop the goals in new ways.
Did you already know the difference between a project and a process? Are there any further differences that you consider relevant? Give us your opinion.
Delegating project activities is a delicate task, but most often necessary in the management of complex projects.
By working alone you can only do a limited amount of work. Indeed, the hours in a day are limited.
Often, however, especially in the case of the project manager, it will be required to do much more.
This can lead to a real sense of pressure and overload, leading to situations of stress and unhappiness, if not to a real burn out.
One of the most common ways to overcome this limitation is to learn how to delegate the work to other.
If it is done correctly, you can quickly build a group of strong and successful people.
This is why delegation is such an important skill in project management.
In fact, delegation is the main key to maximizing the productivity of a single person.
The problem is that many managers do not know how to delegate effectively, or are not willing to do so unless it is absolutely necessary.
But do not worry, the delegation of the project activities is a skill that, like any other, can be learned and improved over time.
Here are then 7 key suggestions to effectively delegate the project activities.
For the project manager, this is probably the most difficult thing to put into practice.
The biggest problem faced by most managers is, in fact, the inability to abandon part of their work in favor of third parties.
Sometimes you feel so involved in the project and in meeting the deadlines that one can refuse the help of other people.
At other times, it is feared that no one else has the skills or abilities necessary to perform the job effectively. In both cases, we end up overloading ourselves and, paradoxically, moving away from the positive outcome of the project itself.
This is why learning to “let go” becomes fundamental for the success of the project.
But as in all things, the beginning may seem so complicated that is postponed.
“This project is too important … for this time I complete it, next time maybe I will delegate …” (And next time never comes.)
Then a suggestion in order to begin with the process is to start with small steps, thus delegating only the smallest and most basic activities, and then progress.
Obviously, this system will vary based on experience, sector and types of activities that are normally managed.
Generally speaking, however, it can be helpful to create categories, based on the degree of effort required by a task and the degree of skill.
The category with the highest skills should contain activities that the project manager will have to perform in the first person, while those in the less specialized categories can be delegated.
The degree of commitment is a good reference point in order to understand which are the most important activities to delegate: for example, delegating responsibility for a task of high intensity and low skill will save a lot of time for the project manager.
In order to define the right approach the matrix that Eisenhower, or Covey Matrix, is very interesting and we will discuss about it in a future article.
What we wanted to create in TWproject (in line with this aspect) is the possibility to plan the right priority for each assignment.
Thanks to this the PM can see the assignments for the week, change the priority or remove the points of change: and can do it for every resource involved in the workgroup.
And not only that: Twproject shows the priority assignments wherever possible, even for the individual participant. In this way each component of the project is able to display and monitor the priorities of his assignments.
A project manager should know each team member’s strengths and weaknesses, including his current and potential range of skills.
When delegating, you need to evaluate your team and assign tasks to anyone with the skills most relevant to that activity.
It would seem obvious, but the mistake in which many fall is to delegate to those with the lightest workload or where is most convenient.
Furthermore, it is also important to be consistent. For example, delegating the same type of task to the same team member will increase that individual’s attitude to perform those tasks.
Although the process in the eyes of a project manager seems obvious, you need to make sure to include the instructions for each activity that will be delegated.
If you have specific preferences about how the task should be carried out, this information must be included. If there is a deadline or strict targets, this need to be clear.
Including simple details and instructions from the beginning will avoid much of the communication gap and will allow the colleague to perform the tasks effectively.
Here, then, inserting a specific document, visible only to the operator with the indications of the activity takes only a short time with Twproject, but its benefit is lasting.
This proactive strategic action will definitely be appreciated by the collaborators.
The lack of someone in the team who can perform a certain activity does not mean that work can not be delegated.
Have you ever thought about it?
Most skills can be learned, so do not be afraid to teach these skills as part of the delegation process.
Even if the initial assignment of the first tasks will take more time than is actually saved, this must be seen as an investment.
By transferring these skills, it will be possible to assign all similar activities to that individual in the future, thus saving more time in the long run.
Once a task has been delegated, it is right to trust the collaborator.
This will allow the person to do the job in a serene way.
However, do not be afraid to intervene from time to time and verify that the activity moves as planned.
For example, if the delegation has been done a week ago, it is fair to trust that the team member is working on the task, but activating direct communication is not a wrong step.
This encourages trust and respect within the team and helps to prevent interruptions in communication or understanding.
Feedback is the most important part of the delegation process and works in both directions.
If the collaborators have done well a task, it is good to thank them; if the work was not done in the best way, it is good to criticize them constructively in order to avoid the same mistakes in the future.
Likewise, team members must also share their feedbacks and opinions on how the delegation process is working.
This is a fundamental moment in order to determine if the project manager is providing enough information and if the right activities are assigned to the right people.
Delegation is not always easy, but the sooner you start, the sooner you will develop the skills to do it effectively.
At first glance, delegation may seem more problematic than it actually is, but by effectively delegating it is possible to vastly expand the amount of work that can be offered.
Do you regularly delegate in your work? How do you manage the delegation process? Tell us about your experience.
Agile and Lean are two popular methods in the project management world that help teams deliver faster, more sustainable results.
However, the differences and similarities between these two methodologies are often not clear.
Even the terms themselves are often used in the wrong manner, as synonyms to describe a particular set of practices.
For a project manager, it is important to understand the differences and similarities between Lean and Agile methodology in order to guarantee the correct application and to obtain an effective and efficient organization.
“Lean” generally refers to a set of knowledge called more specifically “Lean Manufacturing“, developed in Japan in the ’50s and’ 60s by an engineer named Taiichi Ohno.
Lean Manufacturing has transformed many traditional concepts including:
These ideas, at that time, seemed to be heretical in the eyes of the American and Western industry, but the Japanese industrial organizations that adopted these philosophies quickly outperformed their “colleagues”.
In short, the Lean methodology says to implacably eliminate all that does not add value.
Eliminating waste means eliminating unnecessary meetings, tasks and documentation, but also means eliminating inefficient methods of working, such as multitasking.
The Lean methodology also places a very strong emphasis on what is called “the system”, i.e. the way the team works as a whole.
Work should always be seen from a higher level in order to ensure that the process are really optimized.
This methodology says to respect the fact that the people who do the job are those who know how to do it at the best. Once they receive what they need to be effective, they must be left “alone” and trusted.
Agile refers to a set of values and principles set out in the Agile Manifesto.
The Agile Manifesto basically underlines the following aspects:
The Agile methodology is very similar to the Lean methodology and for this reason you will see many similar points between these two.
The Agile methodology, in general, is more based on development rather than production.
There are some clear similarities between the Agile and the Lean methodology.
The Lean methodology expects the construction of objects / products in the least possible number of lots. According to the concept that it is more efficient this way.
The Agile methodology provides many small frequent versions of a product, rather than a large production.
The Lean methodology also says that every process should be continuously inspected and adapted in order to improve it. This method is therefore very focused on continuous improvement, the so-called Kaizen.
The Agile methodology also provides for regular checks of the results and of the working method in order to evaluate possible improvements.
Another similarity between Lean and Agile is the focus on cooperation between employees.
In both methodologies, the people – the workers – who perform the tasks are more important than the tools they use.
When it comes to Agile and Lean, nothing is more important than the final result. This result must create value for the customer and is the only goal of the development process.
The Agile methodology allows the client to constantly adapt his needs, while the Lean provides for the manufacture of the product in such a way that there is no waste. In any case, the customer must get exactly what he expects.
The main difference is that the Agile methodology concerns the optimization of a development process, while the Lean method concerns the optimization of a production process.
In production we generally have a predefined product and we want to produce as many high quality products as possible, in the most economic way possible.
In production, variation and rework are negative and expensive, while in a development process they are good and optimal.
Indeed, in the development process the factors are continuously reviewed and are changed according to new information or feedback.
It is no coincidence that Lean Management was born in the industrial sector with the intention of making production systems more efficient, while the Agile methodology was born in the creative and software development environment.
In the first it is important that processes work in such a way that no waste occurs. This ultimately translates into a final product that is produced as efficiently as possible.
In the second situation, instead, the development of prototypes is foreseen, which are first tested and evaluated in order to then develop the final product.
But the differences between Lean and Agile are not over.
The Lean methodology is often applied to improve processes in all organizations. On the other hand, the Agile methodology is applied within a team, often composed of no more than a dozen people.
It is difficult to say which methodology is better. This is something that people must understand for themselves and also depends on the organization and the type of project that must be developed.
Both methods are strictly interconnected, everything revolves around the focus on customers and giving them the product they want in the most efficient way possible.
Each method has its strengths and weaknesses and it is necessary to know the characteristics of both in order to be able to evaluate them.
In our experience, success and productivity are linked to how you manage two aspects of work management:
beyond the ideas that surround the “agile” management and the “getting things done” revolve around this process.
And what methodology do you use? Why did you choose it and what are the advantages for you? Tell us about your experience.
We all know that managing a team is not easy. When then, in the group there are also top performers, the situation becomes even more complicated.
Yet a highly productive team is a great advantage for everyone as long as one can manage it.
Let’s see then how to manage the top performers for the benefit of the group and the project itself!
Top performers represent the elite troops of any organization. Few, highly esteemed and sometimes difficult to manage, they represent a great corporate value.
Studies have shown that top performers, on average, reach 400% more than the average employee in the companies in which they work.
Let’s try to analyze them better.
Positivity: the top performers tend to have a positive attitude towards everything.
They believe that through hard work, concentration and persistence there is little they can not accomplish.
This vision not only helps them overcome difficult situations, but also inspires the people around them to support them in their missions.
Having a growth mentality: top performers are always looking for ways in order to learn new skills, refine existing ones and learn from their mistakes.
This mentality allows them to find innovative solutions to the most complicated problems and makes them also highly flexible and adaptable.
In short, they follow the concept “you never stop learning”.
Do, not talk: these people are incredibly result-oriented.
They live to accomplish things and want to demonstrate to themselves and others that they can complete the most demanding tasks and projects.
In general, they do not waste time in chatter, but they focus on doing.
Self-taught: the drive to reach the goals and to act comes from the deep and it is almost never necessary to encourage them.
They have their own agenda and are ready to show themselves and others what they can do.
Hard workers: often they do not even seem to notice the hours that pass.
You may receive e-mails, reports, questions and worksheets at impossible times, on weekends and on public holidays (sent from them)
Their drive to progress, improve and complete things regardless of time and public holidays.
Moreover, their performances are not sporadic, they are continuous and consistent over time.
Constructive feedback: top performers are always looking for improvements.
Getting constant and constructive feedback is a fundamental part of this process, and they expect it.
Learning also outside the organization: not only do these people seek approval from managers and colleagues, but they also look outside the organization for elements and advice that they can use in order to become even better at their jobs.
Once we have seen the characteristics that, on average, we find in all the top performers, let’s now see how a project manager can deal with them.
As we have mentioned, a top performer can be difficult to manage, but with the following suggestions it will certainly be easier to establish a good working relationship.
With top performers it is essential to be clear when defining goals.
These goals should be agreed on both sides and be measurable.
It is possible to use a framework, such as the SMART one, in order to both agree on specific, measurable, responsible, relevant and binding goals.
In general, however, as well as for any worker, it is necessary to ensure that the goals are ambitious, but not unattainable.
In this case, in fact, even a top performer could quickly lose motivation and confidence towards himself, towards the boss, in the project and in the company in general.
The role of the project manager is to set up a strategy, provide direction and give employees the resources they need in order to succeed.
It is therefore important to ensure that the top performers within the team have the tools they need (people, budget, training, etc.).
Once agreement is reached on the goals and the necessary tools are provided, a manager must leave the top performers completely free to act.
These high-level employees love their freedom and autonomy to do things the way they want. If they need help, they will ask for it.
If the manager continues to disturb them, they will feel frustrated and the situation could quickly get worse.
Top performers are extremely allergic to non-productive meetings, whatever they are.
It is therefore necessary to make sure that you have a clear agenda and know how to manage meetings in a productive way.
The “1 to 1” meetings should help to find out what obstacles the top performers are facing, where they need help, if they need more resources, or if there are important changes that could affect their priorities.
The 1-1 is also a great opportunity to provide constructive feedback, highly appreciated by top performers, as said before.
These meetings can also be an opportunity to make sure that the top performer is focused on the “right” projects. He could, in fact, be distracted by other requests or new projects that awaken his interests.
As explained above, growth is like oxygen for top performers.
The growth can come from online courses, work on part time projects in other teams or even attend a part time course at a local university.
A lack of clear growth opportunities can be particularly frustrating for top performers. It often becomes a reason why they look for their future elsewhere.
One of the best ways to motivate top performers is to surround them with other au pair workers.
This is one of the main reasons why people stay in companies like Google or Amazon.
Top performers want to surround themselves with others of the same caliber. They want to be able to learn from them and improve the overall success of the team.
These people are like high-performance sports cars, they will continue to go to the maximum, as long as possible, until they run out of gasoline.
The problem is that some of them can stress a lot and even suffer from burnout.
As a manager, it is important to pay attention on how they feel, both physically as well as psychologically.
Having “burned” one of them is not only unpleasant for the person, but also means increasing and complicating the workload of the rest of the team that can no longer rely on the driving engine.
Top performers are willing to invest more time and energy than many other collaborators, but they are also often more demanding and more ambitious.
With these people, it is important to discuss regularly on the progress of work role and on a possible increase of role with tangible and agreed metrics that must be respected by both parties.
It is therefore necessary to ensure that these progress metrics are in line with human resource policies. It will also be necessary to ensure that there is an internal support when the moment of promotion arrives.
Finding and hiring top performers is certainly difficult, keeping these people loyal to the company is even more so.
We hope these suggestions can make this process a little easier.
Have you ever found yourself in front of a top performer? Did you manage him/her? What were the most complicated situations you experienced in this sense? Tell us about your experience.
We are happy to announce that Twproject 6.5 is out with some great new features free for all plans. This new release includes some database changes and updates so do a complete backup before upgrade.
If you are updating from a version before 6.3 remember to check the upgrade guide here:
https://twproject.com/support/twproject-advanced-usage/installation/update-twproject-6-3/
Task logs, recording dates and status changes have been converted in the new task updates that you can use to save also comments/notes/updates of your projects and tasks.
Now you can record important information that remains in task history, visible to everyone that has the rights to see that task, on the overview page, Gantt editor, dashboards.
Task updates can be easily added from the task overview page but also from the Gantt chart. Just click on the + button and add a new note.
Task updates are fully indexed so you can search within their text and find them easily, thanks to this new feature it will be even easier to manage and control your projects progress!
Updates con be also monitored in a dedicated webpart that you can add to your dashboard showing you all new updates in real time.
The new release includes also several minor features and bugfix.
You can find the entire list of updates here our Twproject Changelog.
A Work Breakdown Structure, abbreviated with WBS, is a visual tool for the definition and tracking of a project deliverable and all the small components necessary to create it.
With a Work Breakdown Structure, the project manager can concentrate on what he has to accomplish as he approaches the project deadline.
This is a fundamental tool for a PM as it helps to plan, manage and evaluate any type of project.
With a WBS, we start from the result or the desired final product, we analyze it and decompose it into smaller deliverables or the activities necessary to create it.
In a WBS, the deliverable can be an object, a service, or an activity.
Focusing on deliverables, rather than methods – the “what”, not the “how” – a Work Breakdown Structure helps to eliminate unnecessary and superfluous work.
A weighted WBS helps in planning, costs estimation and risk analysis.
It is usually a graph or a visual diagram that defines the temporal sequence and the process of a project. It breaks down into each activity that will be performed during the project life cycle.
A WBS is often represented as a structure, as a summary, but can also be organized using tabulations or other visual organizational systems.
Here are some of the benefits that arise whit the creation of a Work Breakdown Structure:
A well-done WBS can make the team work like a well-oiled machine, with the following advantages:
For a WBS, different types of formats and templates are possible:
Not all projects require the same type of format.
This can and must be adapted to the type of project and the type of members in the team.
The key lies in thinking about the “what”, not about “how”.
The main purpose of a WBS is to define the main deliverable taking into consideration the small components that compose it.
If the deliverable is not a physical product, a specific and measurable result must be provided in any case.
For example, if you are creating a WBS for a professional service, you need to define the results of that specific service.
The work represented by the Work Breakdown Structure must include 100% of the work required to complete the general result without including any extraneous or unrelated work.
Even sub-activities, at any level, should be taken into account, because are all necessary to complete the main activity.
In other words, the elements in the second level are equal to 100% and the elements in the third and lower levels are positioned within the percentage of the higher level with respect to them.
The finished project should never give a sum greater or less than 100 percent.
One of the common mistakes is to break down the work too much or not decompose it enough. There are several ways to decide when a work package is small enough without being too small.
The 8/80 rule is one of the most common suggestions: a work package should not take less than eight hours of work, and no more than 80 hours.
Other rules suggest not to give activities that exceed ten working days – which is equal to 80 hours if you consider a full-time employee.
In other words, a work package should not take more than a month to complete.
Clearly, this rule should be applied if it makes sense within the project and the industry.
In general, work packages should provide activities that can be completed by a team member, or by the team in general, within a reference period.
If the team is less experienced and needs more supervision and coaching, one solution is to make the work packages smaller and shorter.
If you have a deliverable that may take longer to complete or cost more than your given budget, it may be useful to divide the project into smaller deliverables with shorter work times.
With a more frequent reporting and review time, you can solve problems and solve them earlier.
Another suggestion is to create tasks and delegate activities at the beginning of a project, but in case and if necessary create new tasks and new delegations during a project.
The first step to create a WBS is to bring the team together.
Regardless of whether the team works in an office or remotely, it is essential that members participate in identifying derivables.
Collaborators must know exactly what is happening.
The project manager must also assemble the key documents of the project in order to start the development of the Work Breakdown Structure: the project charter, the problem that the project will solve, the scope definition, the documentation that refers to the existing processes for the project management, etc.
To start the creation, it is necessary to define the level one, ie the main result of the project.
Then gradually add as many details as possible. From the second level you will descend to the smaller pieces up to the third level, to the fourth level, and more, if necessary.
It is important to always define what is required in the previous level in the most detailed way possible before moving on to the next levels. It will be essential to further break down the work.
Here is a brief structure that can be useful for writing a WBS:
In conclusion, the creation of a Work Breakdown Structure is a team effort and is the point of arrival of multiple inputs and perspectives for the given project.
Its goal is to make a large project more manageable.
The deconstruction into smaller blocks means that work can be done simultaneously by different team members. This will lead to better productivity and easier management of the project in general.
Have you ever created a WBS structure for your project? What tools and methods did you use?
Share them with us in the comments below.
Total Quality Management is an extended and structured organizational management approach. It focuses on continuous improvement of the products and services quality using continuous feedback.
The exact origin of the term Total Quality Management is not certain. What is certain is that it was certainly inspired by the works of Armand V. Feigenbaum and Kaoru Ishikawa.
From its origins the concept has been developed and can be used for almost all types of organizations, not just traditional companies but also schools, hotels, communities, etc.
Nowadays, Total Quality Management is also used in the e-business sector and perceives quality management entirely from the customer’s point of view.
Total Quality Management’s objective is to do things well and satisfactorily for the customer and to repeat this positive experience.
This allows the organization to save the time it takes to correct poor work and failed implementations of products and services, such as warranty repairs.
Total Quality Management can be set differently depending on the type of organization or for a series of standards to be followed, such as in the case of the ISO 9000.
In this type of approach, the strategy, data and communication channels are used to integrate the quality principles required in the organization’s activities and culture.
Total Quality Management has a series of basic principles that can be summarized in the following points:
When following the principles of this approach it’s essential to remember that only customers determine the level of quality.
Regardless of the efforts made in the training of employees or the improvement of processes, only customers determine, through questionnaires, for example, whether the efforts have contributed to the continuous improvement of the quality of services and products.
Employees are internal customers of an organization.
Employee involvement in the development of an organization’s products or services largely determines the quality of these products or services.
All employees within a company must understand that they have an important role to play in ensuring high levels of quality in the products and services that the organization produces.
Hence, it’s good to create a corporate culture in which employees feel involved in the organization.
The thinking process and managing processes are a fundamental part of Total Quality Management.
Processes are the guiding principle and people support them based on goals that are related to mission, vision and strategy in general.
It’s important to have an integrated organizational system that can be modeled, for example according to ISO 9000 standards, or a company quality system for understanding and managing the quality of an organization’s products or services.
A strategic plan must embrace the integration and development of the quality of an organization’s products and services.
The decision-making process within the organization must be based only on concrete facts and not on opinions, emotions and personal interests. Data should support decision making.
A quality management system is only effective when it is possible to quantify the results; in fact, it is necessary to see how and if the implemented process is having the desired effect.
This will help set goals for the future and make sure each department is working for the same result.
A communication strategy must be formulated in such a way that it is in line with the mission, vision and business objectives.
This strategy includes all stakeholders, evaluates communication channels, measurability of effectiveness, timeliness, etc.
By using the right measurement tools and innovative and creative thinking, continuous improvement proposals will be launched and implemented so that the organization can develop into a higher level of quality.
Total Quality Management is not something that is done once and then forgotten. It’s not a management phase that will end after a problem has been corrected.
Real improvements must occur frequently and continuously in order to increase customer satisfaction and loyalty.
When implementing Total Quality Management, a concept is implemented.
In fact, it is not a predefined system to “mount”, but it is a line of reasoning that must be incorporated into the organization and its culture.
The practice has shown that there are a number of basic assumptions that contribute to the success of Total Quality Management within an organization.
These basic assumptions are:
In summary, Total Quality Management is not a quick solution and one must understand that real results may not occur immediately.
It is not a short-term investment but is designed to help an organization find long-term success.
What is your experience with Total Quality Management?
Is its principles applied within the organization you work with?
Are there any other basic assumptions that you think are important? Leave us your feedback below.
Brainstorming, a technique apparently so far, but so useful for a Project Manager.
In the life of a project manager, in fact, creative thinking is required every day to solve problems.
Steve Jobs himself underlined it with the phrase: “Creativity is nothing more than connecting things”
In fact, many job descriptions for project managers specify creative thinking as an fundamental skill.
Brainstorming is an excellent way to develop new ideas and creative solutions to problems.
But to get the maximum benefit from this mental exercise it is essential to know how to use it correctly.
That’s why brainstorming is an interesting solution:
So let’s see what are the steps to perform efficient brainstorming sessions.
The moderator of the brainstorming meeting should present himself with a specific problem to be solved or a question to be answered; this is how we ensure a productive meeting.
If necessary and if it makes sense, you can provide the team with basic information and basic data a couple of days before the meeting.
The contribution will be concrete, reasonable and applicable only if people know what direction their effort is going.
Ensure that the meeting environment helps the team to concentrate.
The room should be well illuminated and include all necessary resources or tools, such as a whiteboard, post-it, pens, etc.
A very popular solution is also to include some refreshments. This solution is valid both to make the atmosphere more pleasant, and to prevent people from being misled by creating a way to drink machines 🙂 .
Prepare the basic information – if these have not been sent previously – without exaggerating.
Too much data can easily limit the creative potential of the team during a brainstorming session.
Finally, consider and choose the people who will participate in the meeting well.
If the team members invited to brainstorming session think in the same way, you will not be able to count on many creative and innovative ideas.
A heterogeneous group is therefore to be preferred.
The ideal would be to choose people from various departments and roles that will surely have different styles of thought.
To make sure that the discussion proceeds smoothly, establish basic rules at the beginning and stick to them.
Should people raise their hands before speaking? Or will they be able to make suggestions at any time?
Defining the basic rules will guarantee a smooth discussion and communication.
Remind to the participants that the brainstorming session is not a competition, but a collaborative effort to solve a problem.
This is how the team is helped to develop ideas – even those of other people – and to create new solutions.
To encourage everyone to contribute. Discourage employees from criticizing each other. Stick to one idea at a time and refocus the team when the discussion loses focus.
If the brainstorming session gets longer, organize breaks to help members regain concentration.
There is only one way to get many creative ideas: give people the freedom to express themselves.
Even if an idea seems silly or scandalous, it must still be exposed and discussed, it could in fact lead to a new solution never thought of before.
Certainly some employees will be reluctant to exhibit and share their ideas for fear of being judged or that they are considered with no-sense.
Hence, it’s creating an environment in which participants feel comfortable that they will not run this risk.
Also, it’s important to show the team that it’s ok to have fun or strange ideas.
Here are some tricks to use during a brainstorming session:
For example: what is the worst navigation project on a website?
These questions lead to thinking of a problem in an unusual way.
For example, any person at any time can say “Wheel!” And everyone in the room will have to get up and move to the chair on their left.
This type of exercise helps people to move, not only physically but also mentally, and can become useful when the team feels stuck or lacking energy.
The idea here is not to make the team work harder, but to help it think creatively.
For example, you can suggest that the product will be used only by left-handed people or that the budget for a given (large) project must be € 100 or less.
Challenges of this kind stimulates people and, because the constraint is so exaggerated, almost ridiculous, people will feel safer to expose any kind of idea.
At the end of a brainstorming session, do not forget to keep the participants informed about the continuation of the process and about new ideas and solutions, through follow-up.
In conclusion, an effective brainstorming leads to greater creativity and the generation of quality ideas.
Furthermore, it can also be a lot of fun for the team!
Which other aspects are important for successful brainstorming? Write us your opinion!
Today, the resistance to change in the company is a very important, and the same time delicate, subject.
In fact, in business, it is assumed that – big or small – organizations must change to remain competitive and survive in an ever-changing market.
However, facing this (big) change leads to face resistance barriers.
There are many different types of organizational changes.
Organizations can change:
That’s why having a perspective view becomes fundamental.
Only by looking forward and defining the new organization and the new way of working of the people involved it is possible to identify the key aspects of the change process.
In short, it will be appropriate to plan “how the hypothetical change must take place” and to define the necessary actions that can counter the potential obstacles that may arise.
It is necessary to understand to what extent the people, in this case the employees, are ready to accept the changes and if the process threatens them in some way.
For a manager who must effectively manage the process of change implementation, it is important to know the reasons why people might resist change. The comprehension of motivations is essential to find and apply ways that encourage cooperation.
Resistance can delay or slow down the process of change, hinder its implementation and increase its cost. A manager can not afford it.
In practice, there are 8 reasons why people resist change at work place.
A good manager must recognize these signs easily and understand the emotions that employees feel in this phase. Let’s try to examine one by one the causes of resistance to change.
In a company, any technological progress, process or product change will include more optimized work. This means a reduction in costs, an improvement in efficiency and a focus on faster completion times.
All this means that there will be changes that can affect certain roles and jobs. The team will tend to resist to protect their role.
Employee responses to corporate change may vary. It can be fear or total support.
During times of change, some employees may feel the need to stick to the past because it is safer, more known and more predictable.
If what they did in the past worked well for them, they could resist change because they fear this comfortable situation will change in the future.
How can you blame them?
What is known is definitely an anchor, a safe haven, whatever the area.
This is why listening and dialogue become fundamental in this situation. Periodic meetings, comparisons and communication on change can be therefore very useful.
Asking to change the way the work is made can make employees feel helpless and confused.
People are more likely to understand and apply changes when they feel they have some control over them.
The key is therefore to keep the communication doors open and to encourage input, support and help from employees.
This is a fear that employees will hardly admit openly.
Some people will feel that they will not be able to make the transition. This is because of their (few or insufficient) skills.
Therefore, the only way for them to survive or not to show their “ignorance” is to counter change.
Some employees express reluctance in learning something new in general. In this way, however, besides hindering change, they also hinder their personal growth.
It is important to consider that change is, itself, an event!
For this reason, change must be introduced when there are no other important initiatives in progress.
In this case, it is essential to prepare a strategy for change management since the beginning. The general situation of the organization must be assessed and the analysis should be complete.
In some cases it may be useful to hire a business change management consultant. This serves to design an effective and objective change management strategy.
Employees can resist changes when they see no reward. It is the simple question “Who makes me do it?”.
Without reward, in fact, there is no motivation to sustain change in the long run.
Therefore, to support change management, it is important that the organization’s reward systems are modified accordingly. The change must be seen as a rewarding system, an improvement for the company itself.
Each company has its own internal policy. Thus, some employees resist change a priori, like a “political strategy“. It is simply a way like another to go against the management.
Employees can also join forces against change. They can do it, for example, to show that the person leading the change is not good for the task.
In the same manner, employees can resist change in order to protect their work colleagues. They do this when, for example, there is a risk of layoffs.
Sometimes even managers themselves could resist change in order to protect their working teams.
A corporate change can not succeed if it takes place in a climate of distrust. Trust implies faith in the intentions and behavior of others.
In this case, any change in the workplace can be a cause of fear for the employees. The fear that their roles within the company may change.
In companies where a high degree of trust exists and employees are treated with respect and dignity, there is less resistance to change.
How do you know if there is resistance to change in the company?
Sometimes people say or demonstrate quite directly that they are not happy or that they will not follow the plans.
Often, however, resistance is less obvious. It tends to act in a hidden way.
Those who remain silent can resist just as firmly as those who openly communicate their dissent.
Silence does not always mean consent. It is more difficult to manage a silent dissent than an open resistance.
Others may question the methodology. They could do it by undermining the process by which the changes were decided. In short, they will tend to weaken the initiative of change.
Then, there are those who are too busy to think about implementing changes.
Running everywhere the whole day, sending messages and continuously answering calls, they simply do not have time to make changes to their operating modes.
So, how do you handle the obvious and less obvious resistance to change?
If new initiatives seem to fade before moving on and the best plans go nowhere, these can be signs that employees are resisting to change.
Even if not all resistances are negative, the inability to adapt to change can have disastrous consequences.
Several studies have shown that around 70% of corporate changes fail due to the resistance of the workforce.
So what do you do to face resistance to change? Here are some suggestions.
Link the change to other issues that affect people. To improve the perception of change, one can think of connecting it to other issues that people care about (eg work safety). By showing how change is linked to these factors, it is possible to make resistance less likely.
Show attention and understanding of concerns. Communicate with employees about new initiatives and their progress. Ask them which are their worries that they see behind the change. Listening to others’ opinions is the first step to influence them.
Identify team members who support change. These people are the supporters of the new way of working. They can be the link between change and the rest of the team. Ensure that they participate in the forums and to the change initiatives so that their voices can be heard.
Communicate openly. It is essential to give precise information on what will happen and when, which aspects will change and what will remain unchanged. People are more likely to get stressed when they do not know the details of the situation.
Offer resources and tools. In a change, one of the biggest obstacles can be employees who are unprepared to manage changes. It will be necessary to provide training courses, equipment and everything that will not only help them to adapt, but also to excel in the changed environment. In this way, not only they can stop resisting, but they can even feel encouraged and confident about the new situation.
Timing is everything. Good timing is crucial when it comes to change. If you try to make important changes all at once or too quickly, employees may be more likely to resist. It is good practice to introduce change in measured doses in order to give employees the chance to acclimatize. This not only guarantees less interruptions to the activity, but also makes employees more inclined and therefore more productive.
It is a cliché, but it is true that change is difficult, in every sector, both in the working as well as in the private sphere.
By following a few simple strategies and a well designed plan of change, it is possible, however, to reassure the employees that the company’s commitment is to ensure, as never before, their well-being and success.
Have you ever found yourself in a situation of corporate change? Which side did you stand for? Tell us about your experience.
Schedule management or project scheduling is the process of project time management through milestones, activities and final results, usually indicating the expected start and end dates.
A schedule or scheduling is the project or program calendar.
This shows how the work will progress over a period of time and takes into account factors such as limited resources and the uncertainty estimation.
This process begins with the work necessary to meet the requirements of the stakeholders.
This includes the technical / practical work that creates the results and the management activity that deals with aspects such as risk management and stakeholder management.
Some types of work can be defined much more easily than other types.
Engineering work, for example, tends to have detailed and complete specifications from the start, while some IT activities follow a more iterative approach to define what needs to be done.
The approaches to time calculation must be equally flexible.
In some cases, you can use rigorous techniques to model the work and calculate the detailed times.
In other cases, general estimates have to be made from the start, then, as the project continues, they are constantly refined thanks to the information available.
A detailed model can be used to perform “what-if” calculations and analysis to test the result of potential events.
For example: “what happens if the X resource is not available in February?” Or “what happens if there are unfavorable weather conditions in March?”.
The detailed high-level planning approaches usually follow the so-called “rolling wave” planning.
Short-term work is generally better defined and can be subject to more rigorous and comprehensive planning.
Long-term work is more vague and subject to changes and will be detailed working progress.
The detail window then moves along the program like a “rolling wave”, literally a rolling wave.
The most commonly used graphic planning form is the Gantt chart.
In its simplest form it uses bars on a horizontal chronological scale to show the beginning, duration and end of the various activities.
Variants of the Gantt chart can transmit all types of information adapting to the circumstances.
At the end of the work scheduling shows what has been planned and what really happened and can be an important tool in identifying and determining the lessons learned.
How to perform project scheduling
Before deepening project planning, let’s examine the basics.
You have to ask yourself three questions to start project planning:
Once you have the answers to these questions, you can start planning dates, linking activities, setting duration, milestones, and resources.
Following are the necessary steps to plan a project:
You will have to choose the project team and the time of the collaborators will have to be planned exactly following the planned activities in the planning.
As the complexity of work increases, it becomes impractical to maintain a single detailed program.
Large-scale projects will often use wave planning in which only short-term work is shown in detail with the long-term work that is shown in summary.
As the amount of management activity increases, it may be useful to create separate delivery plans for different areas such as a communication plan, a technical plan, a marketing plan, etc.
The need for multiple plans is inevitable as the complexity of project increases.
To be effective, the project manager must ensure that similar programming policies are adopted throughout the program.
These policies can be defined in a planning management plan.
The scheduling management plan has essentially three parts:
In this section the procedures for the development and revision of the program are established.
The personnel responsible for the development is identified and the potential contribution of the project team members is discussed.
Written procedures for estimating asset duration and budgets, contingency levels, and resources are specified for the project.
Moreover, if the project is complex, a project planning software is very often a useful tool to have.
In this section the procedures for measuring and monitoring the project program are implemented.
Throughout the project, planning deviations and costs should be known or calculated regularly, which requires an estimate of the percentage of completion of each activity according to scheduling.
At this stage it is necessary to have clear answers to the following questions:
Normally, any change to the initial project planning must be communicated and approved.
In fact, in most cases, someone has initially approved the project budget and deadline and expects to receive results accordingly.
That person is usually called the “project sponsor“.
And it is the project sponsor together, often, to the stakeholders who must be informed and approve all the changes to the initial planning.
Here are the basic questions to consider in this case:
Project planning is probably one of the most difficult jobs of a project manager, but the coordination of delivery dates on estimates can be simplified and made more efficient when you have gained experience and when using appropriate software management.
What are your experiences with project scheduling? Write us your comment here.
The idea of how to manage remote working team until just 20 years ago was pure madness.
Internet has changed the history, and companies are adapting to it.
In the ever-changing and rapidly developing modern world, it is almost impossible to imagine something stable and stationary.
Communication, teamwork and society itself have changed radically.
In fact, today more and more companies and freelancers offer their services on a global level, transforming the virtual workplace from a mere exception to normality.
This trend offers countless opportunities for professionals and companies from all corners of the world.
In Italy more and more companies are activating remote working processes, transferring part of the personnel work remotely.
Managing a team remotely in efficient way, is therefore the new challenge for project managers!
Following there is a series of suggestions to help the project manager in organizing and managing a remote work team.
Everyone dreams working from home, but only a few can do it.
Actually being able to work professionally and without being overwhelmed by everyday activities is not easy.
In a traditional office, the environment is necessarily more social. It interacts with colleagues also because avoiding them is practically impossible.
Some people need that extra level of social responsibility to work properly.
But there are also other people who manage themselves pretty well.
They organize their workload and keep aligned themselves with the working team.
They can do it even remotely.
Hence, It’s essential to hire this second type of worker in a team that has to perform the job remotely.
This person does not need to be with others to properly to his task.
Effective remote teams are composed of self-motivated individuals who can complete tasks on time without being managed closely.
These workers must be engaged in communication.
They have to know that clear, detailed and continuous communication is vital for a healthy team.
They will work hard and make every effort to interact with the rest of the team every day.
In general, however, it is much easier to appear as a professional worker on the Internet than in real life.
Therefore, before hiring someone, you need to make sure of his expertise, experience and knowledge of the industry.
But how do you know if a person is really the right one for the job?
A possible and simple solution is to start with a test.
It will only take a couple of weeks to find out if the worker is valid for the project or if it is better to find another employee.
Clear and regular communication is the key to the success of any team work.
In the case of remote teams, continuous and fluid interaction is the lifeblood.
Nowadays there are a lot of free or paid services and tools that facilitate the management of the virtual team.
Depending on the purpose of the communication and its urgency, you can choose the most suitable tool for team members.
In Twproject we have created a very popular tool for business discussions, both formal and informal: the chat.
Its use among our customers was immediately appreciated and widespread.
The TWproject chat was designed and implemented to allow all communications to be centralized.
A single place to communicate, talk about individual projects and having the history of what happened.
And not only. In fact, it often happens that in the discussions emerged activities to be done, not planned or planned.
Here is that thanks to the TWproject chat, it’s possible to mark any message and turn it into a task / issue.
Chatting with colleagues, even without always talking about work, certainly does not damage the process.
On the contrary, it will help people to bind themselves more closely, just like a team. It will help them feeling important for the other team members.
This is why in TWproject the chats can also be created between colleagues only.
Because if it is true that everyone likes to talk about work, it is true that sometimes you can keep the relationship even by discussing a good movie.
To improve the reading of the chats, the log of these chats is visible only by the participants.
Twproject chat is included for free on every floor. (a further money saving, beyond that of time)
So if usually, the best strategy is to have everything in one place, there are some cases where you need to use other communication tools.
This happens when situations become complicated: there are problems that must be managed “face to face”.
Skype, Google Hangouts, GoToMeeting or other video-conferencing software are essential for successful remote collaboration.
Sometimes, you need to see a person’s emotions and talk to us directly to understand how things are going.
It serves to know what is really happening on the other side.
It is also advisable to plan regular, weekly or monthly meetings.
The frequency will depend by the frequency of communication with the team.
In this way, it is possible to understand the spirit with which the collaborators are working.
It will help the Project Manager to be sure of the team’s alignment on the project objectives.
The tools that are used for communication and control within the team are important. But they don’t affect the success of the project you are working on.
The success of the project in fact, always depends on the people hired and the way in which the overall work process is built.
When dealing with a remote team, the answer to a project manager question may not be immediate.
Sometimes the project manager could wait several hours before receiving an answer. This is due, for example, to a time zone difference.
This is why it is necessary to implement an easy and transparent system for tracking and reporting progress.
Every professional should have a clear vision and understanding of the step he is taking and of what will come next.
Remote team management tools such as TWproject help all team members to be on the same wave line.
They can also obtain the assistance of the right person when necessary.
These tools usually help people to:
Clearly defined roles, objectives and expectations help each team member to perform tasks more productively and independently.
Every healthy relationship is based on trust and communication.
Remote team management is no exception to this rule.
The project manager must be aware of the team’s expectations.
Collaborators in the same way, should know exactly what the project manager expects from them.
It is easy to lose motivation and “the track” when working away from the rest of the team and when communication is not excellent.
This is why building an empathic listening is essential.
A good remote team manager should not just worry about completing tasks.
It should also show genuine interest in the general well-being of team members!
Take an interest in their job satisfaction and be alert to any further expectations.
The self-motivation of an employee is a must for remote working.
It will not last forever without proper communication, feedback and interaction.
Furthermore, even asking the team regularly for feedback is essential.
If people have been hired prepared and available, why not ask them how satisfied they are with the way things are going?
Why not ask what their ideas are on any business process improvements?
A new perspective and an idea received from the remote team can greatly improve the development of the project.
The world of technology is great and can make almost anything possible.
But we are humans, and for us “relationship” is a fundamental element.
In the age of technology, the other aspect of the coin is being shown in all its fullness.
It’s the biggest and least obvious digital disadvantage … we’re talking about loneliness.
The remote worker is alone.
And if at first, when the team is formed, it can be an opportunity to start the activities with greater concentration, in the long run this aspect can become a boomerang.
That’s why team building activities for remote teams are as important as those for people who work physically in one company.
If the company allows it, real meetings, even if only annuals meetings, they should be done!
They are perfect for increasing cohesion and team closeness.
The connectivity that can be obtained in real life is difficult if not impossible to reproduce digitally.
Even for the project manager himself, these real meetings could be useful.
Personally meeting colleagues from different cultures will help you understand them better.
Also the overall management will be easier.
Managing remote teams is certainly a challenge.
Remotely, organizing the work process, monitoring team members’ activities, and keeping track of workflow is much more difficult than in an office.
However, the simple tips of this article will help in this task.
In this way, it will be possible to have a group of loyal, hardworking, productive and satisfied employees who will help to achieve company objectives quickly.
Have you ever involved with managing a team at a distance?
What kind of problems did you deal with? What did you like?
Tell us about your experience.
The Agile methodology is a project management methodology that uses short development cycles, so called “sprint”, to focus on continuous improvement in the development of a product or service.
The key principles that guide the project management according to the Agile methodology are 12:
The Agile methodology was firstly developed for the software industry.
The task was to optimize and improve the development process and to try to identify and quickly correct problems and defects.
This methodology allows to provide a better output, more quickly, through short and interactive sessions / sprints.
In the era of digital transformation, where many organizations are migrating to a digital workplace, the Agile methodology suits perfectly in companies that are looking to transform the way in which projects are managed and the way they operate as a whole.
If we consider the benefits for the company, the digital workplace and the Agile methodology provide:
In the field of project management, the Agile methodology gives teams, sponsors, project managers and customers many specific advantages, including:
As with any other methodology, even the Agile approach is not suitable for any project.
It is therefore recommended to do an adequate analysis in order to identify the best methodology to apply in every situation.
Agile may not work as expected, for example, if a client is not clear about the goals, if the project manager or the team has no experience or if they do not “work well” under pressure.
Because the Agile methodology has less formal and more flexible processes, it may not always be easily included into larger and more traditional organizations.
Here, in fact, processes, policies or teams could be rigid.
The Agile methodology is also difficult to implement when clients follow rigid processes or methods.
Furthermore, given that this methodology focuses mainly on the short term, the risk that the long-term vision will be lost does exist.
At this point it is appropriate to make some small considerations according to the fact that the PmBok, ie the bible of Project Manager, is mainly based on the so-called “Waterfall” approach – which explains a sequential development in phases, in the life cycle of the project.
In some of these phases, the PmBok contemplates possible application of an Agile approach, provided that this is in line with the goals of the project.
The advantages of the Waterfall approach are:
On the other hand, the disadvantages of this approach are the following:
The Agile methodology focuses mostly on optimizing the process.
The PmBok, and therefore the Waterfall method, focuse more on managing goals and risks and on forecasting and controlling costs.
An Agile approach works at its best in situations that have a relatively high level of uncertainty, where creativity and innovation in order to find the appropriate solution are more important than predictability.
A very simple and clear example is the research for a cure for cancer. In this case, for instance, it would be ridiculous to develop a detailed plan on the strategy to follow.
A traditional approach, such as Waterfall, works well in situations that have a relatively low level of uncertainty and where predictability, planning and control are essential.
Here the best example can be the building of a bridge that must always follow the same system.
Many project managers have seen – and still see – these two approaches as competitive with each other.
A high level of skill is needed in order to see these two approaches in a new perspective, as complementary to each other.
In fact, both methodologies are valid, but require a great interpretative capacity – beyond experience – in order to apply the correct principles in every situation.
In the development of the Twproject software, we came to a very important consideration.
Particular approaches can help to solve certain classes of problems, but they will never cover all the work activities of a company.
Therefore, it would be extremely non-agile to have a specific software for “agile” projects, and one for others.
And even “agile” projects can present many variations, which will fit into the agile metaphor at different stages, and hardly in a single “software model”.
Therefore we have reached a basic assumption: agility is in the methodology, not in software.
A software should be flexible enough to let you map projects, tasks, issues, to people and customers, in endless ways, but so that all data from different projects and methodologies are collected in the same place.
For this reason, we made Twproject a real project management tool, regardless of the chosen approach.
Which methodology is applied in your business?
According to your experience, what are the advantages and disadvantages of each?
Leave us your feedback in the comments.
