Category: Project management

The Delivery performance domain pertains to everything the project will deliver.

This article will discuss in detail what it is, its elements, and its connection to the other performance domains according to the seventh edition of the PMBOK.

What is the Delivery Performance Domain?

The key elements of the delivery performance domain are scope and quality.

Scope refers to what the project must deliver, and quality, conversely, to the performance standards or levels the deliverables must meet.

In predictive projects, a scope can be predefined during the planning phase, and change control practices are applied during the il project life cycle.

Whereas in adaptive approaches, a new emerging scope is always welcome.

The delivery performance domain involves delivering the project scope according to quality requirements.

This awareness leads to stakeholder satisfaction.

The main sections of the delivery performance domain are:

• Delivery of value: All projects yield an output or delivery at the end, which must generate value for the organization.
• Requirements elicitation: It is about collecting and revealing requirements by using a variety of different methods.
• Scope definition: Scope definition is an endless process until the end of the project.
• Quality: Apart from the delivery requirements, quality is the performance level to be achieved.
• Suboptimal outcomes: many projects may fail to deliver expected outputs and, therefore, yield suboptimal results. This is a natural part of the delivery performance domain.

Let’s explore these elements in detail:

Delivery of value

Projects that call for a release of deliverables throughout their project lifecycle can begin to provide value to stakeholders over their entire duration.

Conversely, projects that involve a final delivery of deliverables will generate value only after distribution.

No matter the type of delivery, business value can continue well after the outputs are released.

A business case document will include a forecasted business value projection for the project, which is often used for stakeholder approval at the start of work.

Requirements elicitation

A requirement is a condition or capability that must be present in a product, service, or result to meet a business need.

To elicit means to pull out or bring out.

Here, it means collecting and analyzing requirements to ensure satisfactory project results.

Specifically, the requirements must be:

• • Clear
  • Concise
  • Verifiable
  • Coherent
  • Complete
  • Traceable

Scope definition

As the requirements are identified, the scope that will meet them is also defined.

The scope is the sum of the products, services, and outputs to be delivered by the project.

This can be defined by different strategies, such as by using a work breakdown structure –WBS -that allows for a detailed representation of the required activities.

Alternatively, the scope can be devised by identifying the project’s themes in a roadmap.  

Quality

Quality dictates the levels of performance or delivery that must be achieved.

However, ensuring quality comes at a cost, from training to auditing, which makes it necessary to balance quality requirements with their associated costs.

The cost of quality methodology-COQ-is used to find this balance and consists of four cost categories:

• • Prevention: To guarantee a product free of defects and faults.
  • Evaluation: Incurred to determine the degree of compliance with quality requirements.
  • Internal failure: Involves finding and correcting defects before the customer receives the product.
  • External failure: Defects discovered after the customer has received the product and it needs repair.

Suboptimal outcomes

All projects seek to deliver results, although some may fail or produce suboptimal results.

The reasons behind this may differ; for example, an organization might attempt to create an innovative product, such as a completely new technology.

This requires a deliberate investment with an uncertain outcome.

Alternatively, some projects might provide suboptimal results because the opportunity is past or competitors have arrived first.

The delivery performance domain and interactions with other performance domains

The Delivery Performance Domain is not standalone but closely related to and interacts with other performance domains.

One of the most prominent connections is with the Planning Performance Domain since planning determines how and when results will be produced and delivered. How often and by what nature deliverables are delivered depends on how work is structured in these domains. 

While the Delivery Performance Domain focuses primarily on progress toward business objectives and delivery of value, it is paramount to consider how it fits within a more extensive network of operations and goals.

This interconnection ensures that deliverables are high-quality and meet stakeholder needs and expectations, resulting in a well-executed project that is integrated into the overall business context.

In conclusion, the Delivery Performance Domain is a pivotal element in project management.

It not only drives the operational phases of a project’s output but also acts as a compass to ensure that the results meet the needs and expectations of stakeholders.

Understanding and effectively implementing every aspect of this domain, from value delivery to scope definition, from quality to possible suboptimal outcomes, are critical to the success of any project.

By integrating these practices with tight coordination with other performance domains, project managers can ensure they deliver high-value outcomes that benefit the entire organization.

In the vast landscape of corporate projects, one of the most pressing challenges for project managers is maintaining constant and rigorous control over every phase and aspect of their project.

Keeping corporate projects under control is a key activity to ensure success. This allows you to keep track of project progress, spot any deviations from the plan, and take corrective action on time.

Projects, by their nature, are fluid and dynamic, with variables that often change unpredictably.

These variables may include changes in stakeholder expectations, resources suddenly becoming unavailable, unexpected risks arising, or changing deadlines.

In this mutable environment, project managers must foresee and prevent potential obstacles and react quickly when these hindrances appear.

How do you ensure that a project proceeds as planned on time and within budget?

The answer lies in the use of specific metrics and KPIs (Key Performance Indicators).

This article will explore the main metrics and KPIs that every project manager should know and use, which help monitor business projects.

5 steps to keep business projects under control

1. Define goals and metrics for success

The first step in keeping track of a project is clearly defining success goals and metrics. Goals should be specific, measurable, achievable, relevant, and time-bound (SMART).

Success metrics must be quantitative and measurable so project progress can be monitored, and deviations can be identified.

For example, a project goal might be “Collaborate with a partner to develop a new product by December 31, 2023.“

A success metric for this goal could be “The new product was developed and launched by December 31, 2023.“

2. Create a monitoring plan

Once goals and success metrics have been set, a monitoring plan must be created. The plan should outline the monitoring activities, the frequency of data updates, and the people responsible for monitoring.

The monitoring plan should be project-specific and take into account the project’s size, complexity, and nature. For example, a product development project might require more frequent monitoring than a corporate restructuring project.

3. Collect data and analyze it

Monitoring involves collecting and analyzing data to identify any plan deviations. Data can be collected from a variety of sources, including:

• • Progress report
  • Project meetings
  • Project management software
  • Performance data

The data collected should be analyzed to identify any trends or problems. For example, if performance data indicate that the project is lagging, the cause of the delay must be found, and corrective action taken.

 4.    Apply corrective measures

If monitoring reveals deviations, corrective measures must be taken. Corrective actions may vary depending on the nature of the deviation. For example, if the deviation is due to a delay, resources can be reallocated, or the plan amended.

It is key to take corrective action promptly to prevent deviations from worsening.

5.    Report the results

It is crucial to communicate monitoring results to project stakeholders. Regular communication helps everyone stay up-to-date about the project’s status and find problems before they become critical.

Monitoring results can be communicated through a variety of channels, including:

• • Project meetings
  • Periodic reports
  • E-mail communications

The essential metrics for keeping track of business projects

As mentioned above, metrics are crucial because they allow us to measure the progress of projects and identify any deviations from the plan.

Let’s look at the most used ones for project monitoring below:

1. Basic metrics

Basic metrics, often also called fundamental or key metrics, are standardized measurements used to assess and monitor the progress, performance, or quality of a process, activity, or project.

These metrics provide a clear and objective view of the current state and help make informed decisions.

Here are some of the basic metrics commonly used:

• • Time planning: This metric is about meeting established deadlines. If a project begins to slip from schedule, early action is essential.
  • Budget: Constantly monitoring costs is crucial. If you go over budget without valid justification, serious problems could arise.
  • Resources: Whether it is workforce, equipment, or other, it is vital to ensure that resources are used efficiently.

2. Specific KPIs

Specific KPIs are key performance indicators used to measure and gauge the effectiveness of specific activities, processes, or objectives within an organization or project.

They are essential for monitoring progress toward strategic and tactical goals. These include:

• • Cost Performance Index (CPI): This KPI measures the project’s cost efficiency. A CPI above 1 indicates that the project is under budget, while a value below 1 indicates that it is over budget.
  • Schedule Performance Index (SPI): Similar to CPI but focused on time. An SPI above 1 indicates that the project is ahead of schedule, while a value below 1 indicates a delay.
  • Earned Value (EV): This KPI represents the value of work completed at a given time, compared to what was planned.
  • Cost at Completion (EAC): An estimate of total costs at project completion based on current performance.

3. Qualitative metrics

Qualitative metrics evaluate and interpret nonquantifiable or nonnumerical aspects of a phenomenon or activity.

Unlike quantitative metrics based on numerical data and objective measurements, qualitative metrics focus on perceptions, opinions, qualities, and other subjective attributes.

These metrics are often used in contexts where evaluation requires a deeper, more interpretive analysis rather than a simple count or measurement.

Here are some examples of qualitative metrics:

• Customer satisfaction: Even if a project is completed on time and budget, if the customer is unsatisfied, something has gone wrong. It is essential to collect feedback regularly. This can be measured through surveys, interviews, or focus groups.
• Quality of a product or service: Although there may be associated quantitative metrics (such as defect rate), customer perception of quality is often qualitative. This can be measured through expert ratings or customer reviews.
• Usability of a product or service: The extent to which specific users can use it to achieve specific goals with effectiveness, efficiency, and satisfaction. It can be measured through usability tests or surveys.
• The impact of a project is the measure of the positive or negative effect the project has on people, organizations, or the environment.

It can be measured in terms of:

• • Benefits: The benefits that the project has generated
  • Results: the results that the project has achieved
  • Change: The change that the project brought about

4. Quantitative metrics

Quantitative metrics are performance indicators that measure aspects that can be measured quantitatively. They are often used to measure time, cost, quality, and productivity.

Some examples of quantitative metrics include:

• Time: Can be measured in days, weeks, months, or years.
• Costs: Can be measured in euros, dollars, yen, or other currencies.
• Quality: Can be measured in terms of errors, compliance with standards, or customer satisfaction.
• Productivity: Can be measured in terms of output per unit of time.

Quantitative metrics are often easier to measure than qualitative metrics, but they may be less useful for measuring quality and user satisfaction.

Here are some tips for measuring quantitative metrics:

• Clearly define the goals of the metric: What are you trying to measure?
• Select an appropriate measurement method: The measurement method must be valid and reliable.
• Collecting data from various sources will help ensure that the data are accurate.
• Systematically analyze data: This will help identify trends and problems.

Project managers should use a combination of qualitative and quantitative metrics to monitor the progress of their projects.

Quantitative metrics can provide valuable information on time, cost, and productivity, which can be critical factors in the success of a project.

Some common quantitative metrics for business projects include:

Time:

• Development time: The time it takes to complete the project
• Delivery time: The time it takes to deliver the final product or service to the customer
• Cycle time: The time it takes to complete a task or process

 Costs:

• Total costs: The total cost of the project
• Development costs: The costs associated with creating the final product or service
• Distribution costs: The costs associated with distributing the final product or service to the customer

Quality:

• Number of errors: The number of errors detected in the final product or service
• Compliance with standards: The extent to which the final product or service meets established standards
• Customer satisfaction: The degree of customer satisfaction with the final product or service

 Productivity:

• Output per unit of time: The amount of work completed in a unit of time
• Efficiency: The extent to which resources are used effectively
• Effectiveness: The extent to which goals are achieved

These are just a few of the many quantitative metrics that can be used to monitor business projects. Project managers should choose the most appropriate metrics for their specific project.

5. Team metrics and communication

Team and communication metrics are specific indicators used to assess and monitor the effectiveness, efficiency, and quality of interactions and dynamics within a team and the quality and effectiveness of communication among team members and with external stakeholders.

These metrics are critical to ensuring that a team works cohesively, and that information is shared clearly and timely.

Some of these may be:

• • Team morale: A motivated and satisfied team is more productive. Monitoring morale can help identify and solve problems before they become serious.
  • Communication efficiency: Communication is vital in any project. If information does not flow properly, misunderstandings and delays can arise.

Best practices to monitor business projects

In addition to the tools and metrics mentioned, there are other strategies and practices that project managers can adopt to get business projects under control:

• • Regular reviews: Schedule periodic reviews of the project to assess progress against established goals. This helps to identify any deviations early and take necessary corrective action.
  • Stakeholder engagement: Maintain open and regular communication with all project stakeholders. Understanding their expectations and concerns can help prevent future problems.
  • Risk management: Identify potential risks at the beginning of the project and develops mitigation plans. Monitor these risks regularly and adjusts mitigation plans accordingly.
  • Team training: Ensure your team has the skills and training to execute the project successfully. Ongoing training can help fill any gaps in skills.
  • Use of agile methodologies: Adopting agile methodologies, such as Scrum or Kanban, can help to manage projects better, allowing for greater flexibility and adaptability to change.
  • Complete documentation: Maintain detailed documentation of all phases of the project. This helps in tracking and serves as a reference for future projects.
  • Continuous feedback: Promote regular feedback from the team and stakeholders. This can provide valuable information about what is working and what may need modification.
  • Use of collaboration tools: Project management tools, such as Twproject, can facilitate communication and collaboration among team members, ensuring everyone is on the same page.
  • Workload balancing: Monitor the workload of each team member to make sure no one is overloaded. Distributing work fairly can prevent delays and quality problems.
  • Post-project evaluations: At the end of each project, conduct a post-project review to discuss what worked, what did not work, and lessons learned. This can provide valuable insights to improve the management of future projects.

Corporate projects: everything is under control with Twproject

Twproject is a project management software that allows you to keep track of all kinds of projects, regardless of their size and complexity.

The software offers several features essential to any project’s success, helpful in collecting and analyzing data, identifying deviations, and taking corrective action.

Here is how you can use Twproject to monitor projects:

• Gantt Chart: Twproject offers an interactive Gantt chart that visualizes the project schedule regarding tasks, dependencies, and deadlines. This tool provides a clear view of the project’s progress and allows changes to be made in real-time.
• Kanban board: For those who prefer an agile approach, Twproject offers a Kanban board that allows you to visualize and manage activities at different stages, making it easier to monitor progress and identify bottlenecks.
• Timesheet: The software allows you to track the time spent on each activity by team members. This helps ensure that resources are used efficiently and that the project stays within budget.
• Dashboards and reports: Twproject offers many customizable dashboards and reports that provide an overview of the project, including progress, resources used, costs, and other important KPIs.
• Notifications and alerts: Receive real-time notifications about any problems, delays, or changes in the project. This allows you to take timely action and make informed decisions.
• Resource management: Uses the interactive workload and schedule view to monitor resource allocation. Quickly identify who is overloaded or underutilized and adjust.
• Mobile access: Twproject’s mobile platform allows you to monitor your projects on the go. You can access data, receive updates, and make decisions wherever you are.
• Document management: In addition to tracking activities and resources, Twproject allows you to keep track of all documents associated with the project. You can quickly access specific versions, lock files, and organize documents efficiently.
• Agile support: The software allows you to monitor activities, ideas, bugs, and features within your projects, ensuring that everything stays aligned with project goals.

By incorporating these features and tools, Twproject provides a comprehensive solution to effectively monitor corporate projects, ensuring they stay on track and achieve their goals.

Let’s see what a project roadmap is before going into the detailed explanation.

A roadmap, also called a project roadmap, is a strategic business planning tool mostly used to outline the future vision of a system, service, or product.

This will show what changes and developments are needed to get there and will display the outputs that are expected to be delivered in a specific time period.

A project roadmap is often used in an organization that follows the Agile methodology and will help stakeholders visualize where and when planned changes are likely to occur.

Why is a roadmap important?

If you are wondering why a project roadmap is so important, we will try to explain it with an example.

Imagine working on a puzzle: We know that in some way the pieces are all part of a whole, but we are not sure where to focus on initially. All the pieces seem random at the beginning and therefore slowly, but surely, a strategy is being implemented. An attack plan to solve the puzzle.

Some could start by putting all the individual pieces of the frame in place, others could start from the center. As you get more and more pieces in their place, you start to see the full picture.

Now, let’s imagine working on the puzzle with other people: How can you be sure that all are aligned and working towards the same goal?

This is essentially why a project roadmap is important.

Unpacking the puzzle into smaller areas to focus on allows you to facilitate and speed up the process, creating a solid foundation for tracking progress as you go.

The roadmap is essentially the action strategy. By setting up a strategy, you should be able to reach the final result more quickly than with a random or unplanned actions.

How do you create a project roadmap?

Planning a roadmap is a continuous process and you have to take the time to define it and update it. The roadmap is constantly evolving as the aspect of the future vision of the project evolves. It is thanks to this evolution that we should minimize those situations of “because I didn’t know” that can do so much damage to the final result.

There are a series of steps you can follow to define a project roadmap.

Identify interested parties

Starting from scratch, identifying the main end users and stakeholders is crucial. By knowing who to contact, it is possible to research what is important for the project activity.

Establish business priorities

Some priorities will be so important and critical for the organization that their timing will already be set. For everything else, it is possible to be creative.

An idea is to organize a meeting with the stakeholders and in this session encourage people to be open and transparent, keeping everyone focused on what is best for the organization in general and not on individual departments or teams.

The aim here is to obtain general coordination on what to consider as a priority based on a descending order. By involving stakeholders in defining the project roadmap, it is possible to actively integrate them into the future vision.

View the project roadmap

The roadmaps can be represented in different dimensions and formats, covering the themes, priorities, and goals that are intended to be achieved.

As mentioned above, these plans are always subject to change, but the purpose is to make them simple enough to adjust and change over time.

The important thing is always to have a good visualization of the whole; therefore, also the imagination of the PM is important. For example, a procedure that could be useful for displaying a project roadmap, is the possibility to group the elements related to a theme in a column and to scroll the time scale in the upper part. The individual results – or mini-projects – will thus become the intermediate cells, and the visualization of the “to do” tasks will be simple.

If you use software such as Twproject, it is even easier to show these graphical views. One example of this is the new Gantt view in Twproject, which allows ToDo lists to be displayed alongside the various project phases. This functionality is very useful during project meetings, to even better outline the roadmap and share it with the whole team.

Communication

After building a project roadmap and sharing it, you can analyse it with the main stakeholders in order to get the final approval.

Also, you can make further changes based on the suggestions received. Moreover, ensuring that everyone has adhered to the process and the vision, will mean that that the project manager and the team can concentrate and focus their efforts only on delivery.

Renewing the roadmap regularly or, in any case, comparing the project planning with the progress of the project on a regular basis remains a necessary operation.

Project roadmap: Conclusions

To conclude, here is a schematic process that can be used to trace an efficient project roadmap:

1. Set the timeline
   a. How far do you want to arrive with the roadmap (1 month, 6 months, 1 year, etc.)?
   b. Make sure this is a significant period of time, i.e. don’t go too far in the future.
2. Establish workflows
   a. Where are the areas of focus: On resources or budget? Knowing this helps to communicate to interested parties where the activity is concentrated.
3. Process high-level activities within each workflow
   a. Keep the level of detail low. For example: if the entire time sequence lasts 12 months, do not include activities lasting less than 1 month
   b. Maintain a realistic image, this means: Do not overload any workflow.
4. If high-risk areas are present, add labels, such as:
   a. Resource / constraint / risk issues
   b. Financial issues / constraints / risks
5. Enter key milestones
   a. In a timeline at the top of the roadmap, add indicators for important dates
   b. Keep these dates realistic
   c. Leave some contingency
   d. If a date or milestone is indicative, it is necessary to indicate it
6. Clearly highlight the status of the document
   a. If it is “draft”, it must be clearly labelled at the top of the document
   b. Give a version number

This, of course, is just one of the possible examples in order to develop a project roadmap.

The process can vary depending on the size of the organization, depending on the priorities, and even according to the responsibilities within the company.

If you want to start building your roadmap now, you can do it easily with Twproject, an innovative software that allows you to plan your projects from scratch and offers excellent monitoring tools. You can try it free of charge for 15 days and orient your project planning to the goals you wish to achieve: Twproject will guide you in the process.

The project work performance domain is one of the eight performance domains introduced in  PMBOK’s seventh edition, constituting an integrated system to ensure the successful delivery of a project.

Let’s see what it is all about in this article.

What is the project work performance domain?

The Project Work Performance Domain focuses on the actual project work that will be carried out, and all that is involved in the execution of that work.

More specifically, this domain covers the activities and functions of creating project processes, managing physical resources, and fostering a learning environment.

Project work includes process definition and execution, communication, engagement, physical resource management, procurement, and other key elements to run smoothly.

Among the necessary functions that are part of this domain is the need for continuous process evaluation.

Customization is a major element as copy and paste hardly works in projects. 

According to the latest edition of the Project Management Book of Knowledge, project work includes:

• Managing existing workflow as well as any new work and changes;
• Keeping project team motivation and concentration high;
• Setting up efficient project systems and processes
• Communicating with interested parties;
• Managing physical resources, such as materials, equipment, and supplies;
• Working with suppliers to plan and manage procurements and contracts;
• Monitoring changes that may affect the project;
• Enabling learning and knowledge transfer.

Let’s take a look at these aspects in more detail:

Managing existing workflow

The project manager and project team periodically define and review the processes that the team is pursuing.

Process customization can be used to optimize work according to the project’s needs.

Besides being efficient, processes should be effective. This means they should adhere to quality requirements, regulations, standards, and organizational policies and produce the desired result.

Keeping project team motivation and concentration high

This includes short- and long-term evaluation of progress toward delivery goals.

This involves ensuring workload balance and employee satisfaction and motivation.

Communicating with interested parties

Communication can be formal and informal, verbal and written. Different channels of communication and involvement may be used depending on the stakeholders.

Information can be shared in meetings, conversations, electronic archives, etc., as needed.

Managing physical resources

The goals from the physical resources point of view are:

• Reducing or eliminating on-site material handling and storage;
• Eliminating waiting time for materials;
• Minimizing waste and wastage;
• Ensuring a safe working environment.

Working with suppliers

Many projects involve some sort of collaboration with external suppliers. Procurement can include everything, from materials to tools, labor to specific services.

Organizations typically have rigorous policies and procedures regarding procurement and collaborations with suppliers. These define who has the authority to enter into a contract, the limits of that authority, and the processes and procedures that should be followed.

Monitoring modifications

Any project will inevitably face changes, either more or less important. The appropriate adjustments in staffing, resources, budget, timelines, etc, must support these changes.

The project manager is the one who has to deal with change management to properly drive the change.

Enable learning during and after project

Regularly and at the end of the project, the team and stakeholders can meet to discuss what worked and what can be improved in the future.

These retrospective meetings result in so-called “lessons learned” useful for future projects.

Interaction of the project work performance domain with other performance domains

All performance domains are closely related to each other.

The Project Work Performance Domain enables and supports efficient and effective planning, delivery, and measurement.

Furthermore, this domain supports navigating through uncertainty, ambiguity, and complexity and balances their impacts through integration with the other domains.

Interfacing Project Work Performance Domain with Twproject

Twproject can provide outstanding support for implementing all the activities detailed in the Project Work Performance Domain.

It enables customizing work processes, monitoring activities, and making changes efficiently.

Through the use of dashboards and reports, it helps keep team motivation high by balancing workload and monitoring team performance. 

This software also offers an embedded communication system that streamlines information sharing among team members and with other relevant parties.

Regarding physical resources, Twproject helps track resource use, minimize waste, and optimize the use of materials. It also enables effective supplier relationship management, contract and delivery tracking.

It also provides useful tools for swiftly finding and implementing necessary project changes.

Lastly, it makes learning within the organization easier, allowing lessons learned to be easily documented and shared.  

Twproject, in combination with the Project Work Performance Domain, can yield more effective and efficient project management.

Using modern tools and recognized project management principles, managers can streamline their work processes, improve communication, effectively manage resources, and collaborate more efficiently with suppliers.

A business case is essential whenever a new product needs to be launched or a new service must be created.

Once the business case is prepared, it must be presented to stakeholders, investors, supervisors, department managers … In any case, whatever the public, the project manager needs to be prepared to make a good impression and be convincing.

Today, we talk about how to build and use a business case that can convince the target audience.

What is a business case?

In short words:

A business case is the way you prove to the customer or stakeholders that the product you want to make is a good investment.

The business case is traditionally a document that defines the main advantage of a project in order to justify its expense.

It often describes how the project aligns with the strategic goals and the key elements of the organization.

Why create a business case?

The preparation of the business case allows the project manager to adopt a disciplined approach to critically examine the opportunities, alternatives, phases, and financial investment of a project. All this in order to formulate a plan for the best course of action in order to create business value.

A well-structured business case will increase the perception of the expected benefits and value of the project and reduce the risk perception. Moreover, it will create more chances of getting support from investors, both internal as well as external to the organization.

A business case is needed when:

• We want to demonstrate the value of a product or service proposed for the organization;
• We want to get investor approval;
• It must be decided whether to outsource a particular function;
• It is necessary to relocate and reorganize the commercial operations and the productive structures;
• Priority must be given to projects within the organization;
• It is necessary to ensure funding and financial resources to implement the project.

By working well and correctly on a business case, the project manager is able to competently present the project to stakeholders whose approval is essential.

The documented business case will provide security and a good level of certainty that the proposal will be accepted.

If a project management software is used in the company, it is useful that this document can be attached to the project in order to always have clear what the conditions were at its start. We use Twproject, which allows us to link all its documentation to each project, whether it is on an Online service such as Google Drive or on an internal file server.

That makes all the difference!

With Twproject you manage your project from the early stages of its life cycle. The business remains integrated into the project once it has started and you can always check it again..

Try Twproject!

How to write, build and use a business case

A project manager needs to take the time to write a business case that can justify the project expenses. It will have to identify the benefits for the business in general and has to emphasize the profits for the stakeholders.

The following 7 steps will show you how to effectively build and use a business case:

Step 1: identify the business problem

Projects are not created solely for the sake of the project itself, but they also have broader goals.

Usually, they are initiated to solve a specific business problem or create a business opportunity, but in the end, they have to benefit the company in general.

Therefore, the first task when drafting a business plan is to understand what the “general” problem or opportunity is, describe it, find out where it comes from, and then identify the time needed to deal with it.

Estimating the implementation time of an activity can be a daunting task. But if, for example, you plan using a good Gantt chart, which is also dynamic and can be integrated with other monitoring tools, the road is much more downhill.

Step 2: Identify alternative solutions

How to know if the project you are undertaking is the best possible solution to the problem defined above? Of course, choosing the right solution is difficult.

One way to narrow the focus and make the best solution clear is to follow these six steps that go from examining alternative solutions:

• Record alternative solutions.
• For each solution, quantify its benefits.
• Predict the costs involved in each solution.
• Understand the feasibility of each.
• Discern the risks and problems associated with each solution.
• Document everything in the business case in order to make the preferred solution clear.

Step 3: Identify and recommend the preferred solution

Once the solutions are classified, it is time to identify and recommend the preferred one.

A method that can be applied is to assign a score between 1 and 10 depending on the cost / benefit ratio of the solution.

This score helps to quantify and compare the expected benefits of each option in relation to the associated costs.

Here is how to proceed:

1. Assign scores: rate each solution on criteria such as effectiveness, efficiency, sustainability and alignment with business strategy. Assign a score to each option on a scale of 1 to 10 for each relevant criterion.
2. Calculate the cost/benefit ratio: sum the scores given to each solution and compare them. The solution with the highest score is generally the one offering the best cost/benefit ratio, namely the best overall value.
3. Take context into account: in addition to scores, consider qualitative factors such as stakeholder support, ease of implementation and long-term impact. Make sure the solution you choose not only optimises the benefits, but is also in line with the key elements and long-term vision of your business strategy.
4. Write a recommendation: clearly document which solution you selected and why it was preferred over others. Include the scores obtained, evaluation criteria and additional considerations. This recommendation should demonstrate how the choice supports the business objectives and how it will contribute to the success of the project.
5. Make a presentation: Finally, prepare a presentation highlighting why the recommended solution is the best one. Use graphs, tables and data to support your choice and make the recommendation more persuasive.

Step 4: Predict the risks of the project

In order to predict the risks of the project, it must first be foreseen what the scope of the project could be. Once this has been done, it is possible to proceed with the forecast of the possible risks.

Here are the questions to ask in this case:

• What will be the main goal?
• How long will it take to make it happen?
• What actions are included in achieving this goal? And which ones are excluded?

When we talk about risk, we will ask instead:

• What are the obvious risks of undertaking this project?
• What are the less obvious risks (such as opportunity costs)?
• What is the point of taking these risks?
• Does the benefit outweigh the cost?
• What are the intangible benefits?

Step 5: Estimate the budget and search for funds

This is where we estimate the money needed to complete the work related to the project.

It is also a good time to indicate where the funds are expected to come from: will they be collected? Borrowed? Donated or transferred in the budget?

Moreover, the following questions must be answered:

• What amount of money will be allocated to each of the necessary resources?
• What is the interval you can expect to wait to pay for each resource?

If you use software such as Twproject, drawing up a good project budget will be much easier.

Once you have entered the main values, the system will do the rest of the calculations for you, differentiating between estimated, planned and actual costs. It will update the budget with the work done by employees and additional expenses, and alert you in case of delays or overruns.

Step 6: Describe the implementation approach

At this point, the business problem – or the opportunity – and how to reach it is identified. Now is the time to convince stakeholders of the advantages of the project by describing the best way to implement the process in order to achieve the goals.

Here, in short, a preliminary project plan is made and this will include:

• Goals, preferably SMART
• Deliverables
• Scope
• Project phases
• Tasks required at each stage
• Communication systems
• Dependencies between resources
• Budget

Clearly this part does not need to be detailed and precise for now, but it should still be a fairly credible and a truthful draft.

Step 7: The executive summary of the business case

An executive summary is simply a summary – a page – of everything that has been analyzed so far.

The easiest way to do this is to provide quick summaries of:

• Problem
• Solution
• Costs
• Return on investment potential
• Time frame
• Who is involved

To make the executive summary as clear and concise as possible, the project manager should aim for an average of one sentence for each point above.

To conclude, by clarifying the goals, identifying the value that the project will bring, and explaining the implementation with clarity and security, the project manager will already be on his way to building and presenting a credible business case.

Creating a document like this can be complicated and require the work of several people. Having a project management software like Twproject that helps you managing all the phases of the document drafting could make the difference.

Try Twproject now, start planning your project from the business document to its complete development.

We offer you a 15-days trial!

From planning to implementation, project management is arguably the most multifaceted challenge for any project manager.

Among planning, coordinating resources, and monitoring progress, the project manager often must navigate a sea of intricacies, trying to balance a myriad of tasks and responsibilities.

In this article, we will discuss project managers’ most common problems in designing and implementing projects and potential solutions.

From design to project implementation: 5 key stages

Project management, from the design stage to implementation, can be broken down into 5 key phases:

• Initiation: this is the stage where the project is defined.

The problem or opportunity is identified, project objectives are determined, stakeholders are identified, and the cost and time required to complete the project are estimated. This stage often terminates with the creation of a project initiation document.

• Planning: during the planning stage, a detailed project plan is developed.

This includes determining the specific tasks to be carried out, resource allocation, setting timelines, and planning for risks. The result is a project plan to direct the team during project execution.

• Execution: This is the stage where the project work is actually executed. The project team carries out the activities outlined in the project plan, employing the assigned resources. During this stage, the project manager monitors the project’s progress and manages any problems or changes that may arise.

• Monitoring and control: During this phase, the project manager monitors the project’s progress in relation to the project plan. This includes tracking time, cost, and project quality, as well as managing any issues or changes that may arise. If necessary, the project plan can be updated to reflect these changes.

• Closing: This is the last stage of the project, where the project gets formally wrapped up. This involves reviewing the project, documenting results and lessons learned, and communicating the success of the project to stakeholders.

3 common problems in project management

Project managers often come across many problems.

Let’s examine the most common ones:

1. Lack of effective planning

One of project managers’ most common problems is ineffective planning.

A solid project plan is critical to ensure all activities are coordinated and the project is completed on time.

Without a proper plan, projects can easily get derailed.

For example, if delays or unforeseen contingencies are not factored in, they can eventually lead to underestimating the time needed to complete the project, leading to delays and additional costs.

Also, it can be difficult to prioritize and allocate resources effectively without proper planning.

2. Resource coordination

Another common problem is resource coordination.

Lack of effective coordination of resources can cause communication problems and misunderstandings within the team.

With no clear vision of who is doing what, resources can be wasted or misused.

For example, two team members might be working on the same task without knowing this, causing double work and wasted resources.

Likewise, resources could be exhausted without proper planning and monitoring before the project is completed, causing delays and higher costs.

3. Lack of transparency in project management

Lack of transparency is a major issue in project management and can have several implications:

• Incomprehension about project status: with no clear and up-to-date view of project status, team members and stakeholders may fail to fully understand where the project stands or the next steps. This can lead to confusion, delays, and decisions based on incomplete or obsolete information.
• Delays in detecting problems: If the project status is not transparent, problems may remain unnoticed until they become critical. For example, if a project is running behind schedule or over budget, it may not be apparent until it is too late to take effective action.
• Lack of responsibility: lack of transparency can also lead to a lack of responsibility. If it is unclear who is responsible for what, it can be tough to hold people responsible for their tasks and ensure that work is done promptly and effectively.
• Low trust: Lastly, it can undermine trust within and between the team and stakeholders. If people feel that information is being kept from them or that they do not have a full view of what is happening, they may question the project’s management and its chances of success.

From design to project implementation with Twproject

Twproject is project management software that helps prevent these issues and effectively manages all of these stages.

It provides the tools to effectively plan, execute, monitor and close projects.

Among these are:

1. Effective planning: Twproject offers project planning tools that help create detailed and realistic project plans. These tools can help prevent problems such as underestimating the amount of time and resources needed, ensuring that the project is thoroughly planned from the get-go.
2. Resource management: allows resources to be allocated and monitored effectively. This can help prevent problems such as ineffective resource allocation and utilization. It also provides a clear overview of available resources and how they are being used, facilitating planning and decision-making.
3. Transparency: Twproject provides a one-stop shop with a dashboard that gives a clear and up-to-date view of project status. This can help prevent problems such as lack of understanding of project status, delays in detecting issues, and lack of accountability.
4. Reporting: reporting features are crucial to collecting and presenting project data effectively. These reports can be used to communicate project status to stakeholders, to make informed decisions, and to constantly improve project management processes.

Benefits of using unique software such as Twproject

Complete Traceability: Twproject provides a comprehensive project view, facilitating monitoring and management.

Efficiency: Automates many manual processes, thus saving time and reducing errors.

Better Collaboration: It makes collaboration easier for team members, improving efficiency and work quality.

Customization: It can be customized to fit the specific needs of your project and organization.

As seen in this article, the bottom line is that project management in the manufacturing industry can be tricky and full of challenges.

Using integrated software such as Twproject, project managers can tackle these challenges more effectively, ensuring that projects are completed successfully, on time, and within budget.

The key, and we will never stress it enough, is to fully understand the software’s functionality and how it can be leveraged for the project’s specific needs.

Because, with Twproject, it is not the company that adapts to the software but the software that supports the company!

To ensure the success of a project, it is necessary that the project Manager knows how to break down the project and, consequently, structure a WBS: let’s see some examples.

WBS is the abbreviation of Work Breakdown Structure, which, in other words, means a division of the labor required to complete a project.

The WBS is widely used by professional project managers to represent the scope of the project and the results in a hierarchical manner.

Generally, creating a work breakdown structure is one of the first steps in project planning.

For project managers at the beginning of their careers, sometimes the WBS can be confusing and difficult to manage, but it is good that they quickly become familiar with it, because it is the key to success, especially in the case of complex projects.

The Work Breakdown Structure, in fact, is used to make complex projects more manageable. In essence, the WBS is designed to help divide a project into manageable blocks that can be effectively assessed and controlled.

How to break down a project: why do you use a WBS?

Obviously, a simple list of the activities and the people who will follow the project is not enough to clearly divide the project into smaller pieces.

Therefore, the use of a work breakdown structure provides a clear view of the project’s scope of work.

In a work program, the activities are grouped under certain levels of decomposition.

For example, in a construction project program, the electrical wiring activities are grouped in the level dedicated to the electrical system, while the piping activities are grouped in the level dedicated to mechanical works.

Therefore, the WBS allows to improve the quality of planning, traceability, and reporting and this is why it is used.

It should be kept in mind though, that the WBS describes the final results and the activity groups, not the activities in detail.

In short, some widely used reasons for creating a WBS include:

• Help with an accurate project organization
• Help to assign responsibilities
• Show project control points and milestones
• Allow a more accurate estimate of costs, risks, and time
• Help explain the scope of the project to stakeholders

How to break down a project correctly

To start, the project manager and the experts determine the main final results for the project.

Once determined, it is possible to begin to break down these results into smaller and smaller work blocks.

But how small? This depends on the type of project and the management style, but some sort of rule should be established in order to determine the size and scope of the smallest work blocks.

For example, the two-week rule could be chosen, in which no piece / activity is smaller than two weeks of work required for completion.

Or, another method is the 8/80 rule, where no block should take less than 8 hours or more than 80 hours to complete.

Determining these rules for block sizes can take some practice, but these make WBS definitely easier to use and structure.

Regarding the format chosen for the WBS design, some project managers prefer to create tables or lists, but most use graphics to visualize the components of the project, such as a hierarchical tree structure or a diagram.

At Twproject  we use the project editor, which allows us to create the WBS in a few clicks. The WBS is fully integrated with all project information, it shows you the status of the phases and any critical issues as well.

Create your WBS in few clicks

In Twproject, creating the project WBS is very simple thanks to an inline editor that allows you to have the structure available in a few clicks, one step away from the Gantt..

Create your WBS with Twproject

How to simplify a project: some examples of WBS

The WBS diagram starts with a single box or another graphic element, usually positioned at the top, which represents the entire project.

The project is then divided into main components with related activities or items listed below them.

In general, the superior components are the final results, while the lower level elements are the activities that lead to creating the final results.

Here are some simple examples of WBS:

Developing a computer:

Suppose your organization intends to start developing a computer.

To speed up the work, you can assign specific teams to different aspects of computer construction, as shown in the diagram below.

In this way, a team could work on the configuration of the frame, while another team will be dedicated to protecting the components.

Developing a computer game:

Let us now think, for example, that your organization wants to manage a project dedicated to a software, specifically the creation of a computer game.

To be the first to launch the game in the market, it is necessary to assign specific aspects of the game to different teams, as shown in the diagram below.

Construction project:

The convenient format of a Work Breakdown Structure allows you to use it for any type of project and, therefore, it is also useful in the case of a construction project.

This example of a work breakdown structure shows that all the elements are listed in the various levels of the WBS.

The lower levels of the structure show the results of the project. Tasks and activities will be grouped under these lower levels.

Level 1 is the overall project. Level 2 represents the main phases of the project. Level 3 shows the main final results, while level 4 represents the minor results.

The construction of an effective project work sharing structure can, in the long term, determine the success of the project.

See how to set up your projects with Twproject starting from the definition of the WBS and some examples

As you can see, the WBS is the foundation of project planning, and allows you to better manage cost estimation, scheduling and resource allocation, not to mention risk management.

As we have seen with the previous examples of WBS, this one will be one of the first documents to be created in the project management lifecycle. In fact, the work breakdown structure already arises from the project plan and defines the hierarchy of the final results.

Finally, the WBS provides a visual presentation of the project, graphically organizing the results. In Twproject this overview is particularly relevant: you will be able to have a unified view of the fundamental structure of the project, i.e. all that is needed for its completion.

Twproject has allowed us to organize work subdivision in a simple way through the WBS, then planning the duration of the phases and the workload of each assignee by using the Gantt chart.

Read the interview with Gap Studi e Consulenze and find out how they effectively use the WBS for project planning

Twproject is a tool that can support you in the creation of all the key elements of project planning, starting from the WBS, and that will follow you throughout the project, helping you with many indispensable tools for your business.

Try it for free and let us know about your experience. For any questions, you can contact our support team.