Category: Project management

In project management, a deliverable is a product or service that is provided to the customer. Project deliverables usually have an expiration date and are tangible, measurable and specific.

They are given to an external or internal customer and meet a milestone or a deadline that is created and produced in the project plan.

There may be one or more deliverables within a single project.

Know when a deliverable can be defined as such

Deliverables are what drive the success or failure of each project. It is important, therefore, to know what they are and all the different forms they can take.

These measurable results confirm the achievement of the goals of the project. The results also demonstrate the adherence of the team’s work to the project requirements.

However, in the execution of a project, it also happens that some obtained results have little to do with the project itself. It is therefore necessary to have parameters in order to know when it is possible affirming that an output is a deliverable. An output, in order to be classified as a “deliverable” within a project, must:

• fall within the scope of the project
• be accepted by stakeholders – external or internal
• be the result of deliberate work
• have a precise role in realizing the goal of the project

The deliverable can be big and tangible, like a building or a factory, but it can also be small, like a one page document.

The deliverables, on their own, are rarely the final goal of the project, but rather trace the path to reach it.

This is why project managers often focus obsessively on their definition, management and monitoring.

 Internal vs external deliverables

A common way to classify the final results is to divide them into “external” and “internal” deliverables. There is a simple way to define them:

• Any work done to satisfy customer requests or to fight competition is an external deliverable.
• Any work done that is not part of the business with customers is an internal deliverable. In short an internal deliverable is whatever is created as part of business management. Keep and monitor accounts, create business documents, etc. these are all examples of internal deliverables.

Difference between Deliverables and Milestones

Another source of confusion for some project managers, especially at the beginning of their career, is the difference between deliverables and milestones.

Milestones are checkpoints during a project and can be inserted at any point. They mark the completion of an important activity. They have no deadlines, but are simply a way to keep track of project progress.

Milestones are created to break down a complex result into its constituent parts.

Moreover, milestones are not meant for customers, but for the internal project team.

Project deliverables vs process delivarables

There is also another distinction to be made when it comes to deliverables: project deliverables vs process delivarables.

The deliverables of the project are the great customer-centered goals we talked about previously.

The process deliverables instead, describe the path that will help to achieve the project results.

All documents created during project management, such as the project scope statement, the project plan, and the work breakdown structure, are documents not addressed to the final customer. However, they are necessary documents for internal stakeholders and for the team in order to better manage the project.

All these documents are examples of process deliverables. Their creation is not the goal of the project itself, but they are fundamental for a successful conclusion.

Process of defining project deliverables

To define the deliverables of the project, it is necessary to have a look at the project goal and ask the following questions:

• What is the project trying to achieve?
• What is the purpose, goal or final result that the customer wants once the project closes?
• What are the constituent parts of the project goal?
• What is the form and function of each of these constituent parts?
• How important is this part for the overall project?
• How will it be possible to create this part?
• What is the cost of production / acquisition of this part?
• How long will it take to produce / acquire this part?

In essence, the goal of the project is being divided into smaller parts and, at the same time, the feasibility and priority of each constituent part is being evaluated.

Collection of requirements for project deliverables

The probably most difficult part is defining the requirements for each deliverable. In particular, the requirements specify the criteria that make a deliverable acceptable – or not.

If the requirements are incomplete, customers will inevitably require changes and revisions and this can increase the scope and budget of the project, therefore affecting profits.

For this reason, a fundamental step in the definition of the deliverables is the collection of the requirements.

There are several methods that can be adopted to find the requirements.

Regardless of the tactics used, however, there are some questions that should always be asked:

• Who are the main stakeholders that need to accept this deliverable?
• What are the main priorities for this deriverable?
• Do these requirements fall within the scope and budget of the project? If not, how much additional time / budget is needed?
• Have we created similar deliverables in the past? What were their needs?
• What is the industry standard for these deliverables?
• Who is the end user for this deliverable?
• What will make it a success for them?
• What are the minimum quality criteria that this deliverable must meet in order to be successful? How will they be measured?

In addition to the specific requirements for each deliverable, there will also be some “universal” requirements, usually dictated by the best practices followed in the specific sector or organization.

Suggestions for managing project results

By following these simple suggestions, it is possible to simplify the management of the project deliverables:

• Define the deliverables before starting work. The addition of deliverables once the work has already begun could lead to a change in the scope and budget of the project.
• The better the requirements for each deliverable are understood, the easier it will be for stakeholders to accept it.
• Break down the goal of the project in order to discover the key points.
• Involve the interested parties in the project start-up meeting and seek their contribution in defining the final deliverables and their acceptance criteria.
• When collecting the requirements, make sure that they meet the SMART criteria.
• Separate the deliverables into distinct phases to better follow them.
• Identify in advance the metrics and data that will be used to measure the acceptability of each deliverable.
• Identify the deadline for each deliverable.
• Use a project management software to facilitate project tracking and deliverable management.
• Maintain a clear distinction between deliverables and milestones, and between process and project deliverables.

Every project manager must develop his own process to define and manage the deliverables in the best possible way. This will depend on the work style and on the limits and capabilities of the project team.

One way to make deliverable management easier is always to use a project management software.

This will simplify the tracking of the deliverables and make sure they meet the acceptance criteria.

Twproject offers refined tools for defining and monitoring project objectives. For example, it allows the project to be broken down into phases and sub-phases, creating a detailed WBS, to which individual deliverables can be assigned.

Moreover, it allows all relevant information to be reorganised and shared through a dynamic and interactive Gantt, with an extraordinary degree of elasticity in setting dependencies and integrating with other project planning components.

But this is just a small taste of all that Twproject offers to those who want to start planning at its best. Try it free for 15 days and discover how useful it is for managing and sharing your projects.

In the project management domain, the Balanced Scorecard (BSC) has made a name for itself as an essential tool for project managers.

This method provides a comprehensive view of business performance by linking strategic goals with operational activities.

Let’s see what it is about and how to implement it effectively.

Balanced Scorecard origins

The Balanced Scorecard (BSC) concept was introduced in 1992 by Robert S. Kaplan and David P. Norton.

These two pioneering thinkers changed the business strategic management and performance monitoring scenario. Their groundbreaking approach stemmed from the realization that traditional methods of assessing corporate performance, based primarily on financial indicators, were inadequate for comprehensive and effective strategic management.

Kaplan and Norton presented the BSC as a framework that balances financial indicators with other measures related to critical success factors.

The idea was to provide managers with a more balanced and comprehensive tool to monitor and guide business performance. The Balanced Scorecard not only considers financial performance but also integrates metrics related to customer satisfaction, the efficiency of internal processes, and the company’s capability for innovation and growth.

Since then, countless businesses have adopted and adapted the BSC worldwide, growing into one of the most influential and widespread strategic management tools.

Over the years, Kaplan and Norton have further developed and refined the BSC concept. They introduced the idea of “strategy maps,” which help organizations visualize cause-and-effect relationships between different strategic objectives. This has further established the BSC as a tool for performance measurement and strategic planning and execution.

Today’s application is more than just performance measurement, influencing corporate culture, internal communication, and strategic decision-making.

Tools like Twproject can play a crucial role in BSC implementation and monitoring, providing an integrated platform for aligning strategic goals with day-to-day activities.

The four perspectives of the balanced scorecard

The Balanced Scorecard differs in its holistic approach to business performance measurement, structured around four key perspectives.

These perspectives help organizations balance short-term goals with long-term targets by considering various aspects critical to success.

Here is a detailed analysis of each perspective:

• Financial perspective: This perspective focuses on a business’s economic aspects and financial health. Key indicators in this category include return on investment (ROI), cash flow, revenue growth, and profitability. The goal is to ensure that business decisions and project initiatives contribute positively to financial performance. As such, the BSC helps managers understand how operational strategies affect financial performance.

• Customer satisfaction: This element estimates the degree of customer satisfaction and loyalty by considering the company from the customer’s point of view. Indicators such as customer satisfaction, market share, number of customer complaints, and Net Promoter Score (NPS) are commonly used. The goal is to improve service quality, customer relationships, and, ultimately, customer loyalty. This perspective stresses the importance of listening and responding to customer needs for long-term success.

• Perspective of internal processes: this perspective focuses on the efficiency and effectiveness of an organization’s internal processes. It focuses on considering how internal processes can be optimized to improve overall performance. Indicators such as cycle time, product/service quality, and operational efficiency are essential. The goal is to identify and improve critical processes directly affecting customer satisfaction and financial performance.

• Learning and growth: also known as the innovation and growth perspective, this aspect focuses on developing human resources, information systems, and the organization in general. Indicators such as employee satisfaction and training, rate of innovation, and effectiveness of information systems are central. The purpose is to create an environment that fosters continuous learning and innovation, thus ensuring the long-term sustainability and growth of the organization.

By integrating these four perspectives into a consistent framework, the Balanced Scorecard empowers managers to gain a comprehensive and balanced view of business performance.

This approach ensures that strategic decisions are made by factoring in various critical factors rather than relying solely on short-term financial measures.

Successful implementation of the Balanced Scorecard

Implementing the Balanced Scorecard (BSC) in an organization is a process that requires commitment and strategic planning.

Here is a step-by-step guide to a successful implementation:

• Strategic goal setting: The first step in BSC implementation is to set the organization’s strategic goals. These goals should reflect the corporate mission and vision and be clear, measurable, and achievable. These goals must be aligned with the four perspectives of the BSC to ensure a balanced approach.

• Performance Indicators selection (KPIs): Having defined the goals, the next step is choosing key performance indicators (KPIs) for each BSC perspective. These KPIs should be directly related to the strategic goals and provide a clear measure of progress toward achieving those goals. It is crucial to select relevant, reliable, and easily measurable KPIs.

• Engagement and communication with your team: BSC implementation can only be successful with your team’s full support and involvement. Communicating the goals, KPIs, and values of the BSC clearly to all levels of the organization is key. Training and education of staff on how to use the BSC in their daily routines are critical to ensure the adoption and effectiveness of the system.

• Business processes integration: the BSC should be integrated into existing business processes. This means linking BSC objectives to operational plans, budgets, and reporting systems. This alignment ensures that the BSC is not perceived as an isolated initiative, but as an integral part of business management.

• Regular monitoring and review: Once implemented, the BSC requires regular monitoring and review – This includes periodic analysis of KPIs, assessing progress toward strategic goals, and adjusting strategies as necessary. It is crucial to set up a regular review process to ensure that the BSC remains relevant and aligned with the organization’s evolving needs.

• Use of project management tools: Tools such as Twproject can be pivotal in BSC implementation. As a matter of fact, it offers features that help to easily track progress toward goals, monitor KPIs, and generate detailed reports. Using such tools can significantly simplify the monitoring and review process, making BSC implementation more manageable and less burdensome.

Balanced Scorecard: a strategic change in business

Adopting the Balanced Scorecard represents more than simply implementing a new management tool; it is a strategic move that can potentially transform the whole corporate culture.

This transition begins by reconsidering how the organization measures and interprets success, shifting the focus from short-term financial measures to a more holistic, long-term view.

It is an approach that helps pinpoint and close gaps between business strategy and day-to-day operations, ensuring that every part of the organization is aligned with long-term goals.

The introduction of BSC often increases employees’ awareness of the company’s strategic goals. This can increase engagement and motivation as employees better understand how their work contributes to the organization’s overall success.

It also fosters greater collaboration among different departments and encourages a shared vision of the company’s goals.

Another important aspect of BSC-induced strategic change is promoting innovation and continuous learning.

With its emphasis on the learning and growth perspective, the BSC encourages companies to invest in developing their employees’ skills and seeking new opportunities for innovation. This not only improves employees’ skills and productivity but also contributes to the company’s long-term sustainability.

However, this strategic shift comes with its challenges. It requires effective communication from leadership and a commitment to support staff during the transition.

Companies must be prepared to face internal resistance and manage expectations during the BSC implementation process.

The key to overcoming these challenges is to maintain open communication, provide appropriate training, and demonstrate how the BSC can bring tangible benefits through concrete actions.

Why use TWproject for Balanced Scorecard implementation?

Twproject is project management software that can help you implement the Balanced Scorecard in your business. It can be used for:

• Defining your vision and strategy: It can help you frame and document your company’s vision, mission, and strategy. This information can then be used to create a Balanced Scorecard aligned with your overall goals.
• Finding critical success factors: You can use Twproject to pinpoint the most important factors for your company’s success. This information can then be used to set goals and measures for each critical success factor.
• Tracking progress: This software can be used to track progress toward your Balanced Scorecard goals and metrics. This information can then be used to make data-driven decisions about your business strategy.
• Communicating results: Twproject can help share the results of your Balanced Scorecard with your company’s stakeholders. This information can help align everyone to a shared vision and strategy.

Bottom line is that implementing the Balanced Scorecard requires strategic planning, organizational commitment, and the use of the right tools.

By following these steps, companies can ensure that they adopt the BSC effectively, making it a powerful tool for achieving strategic goals and continuous improvement in business performance.

Project monitoring plays a vital role in the decision-making processes of a project manager.

However, despite being an often overlooked method, if put into practice, project monitoring can help the project manager and his team to foresee potential risks and obstacles that if not treated could bring the project in the wrong direction.

What is a project monitoring plan?

 The monitoring plan of a project consists of keeping track and monitoring of all the data related to the project.

Thanks to this activity the Project Manager can always have control of the situation, identify potential problems, and put the corrective actions into practice. The monitoring plan assures that the project is within the field of application and respects the specified deadlines and budget.

In simple terms,

Project monitoring serves to supervise all project activities in order to make sure everything is as planned.

Monitoring is the fourth phase of the five phases of project management according to the PMBOK: starting, planning, execution, monitoring – precisely – and closure.

The monitoring phase should be performed together with the execution of the project, so that to have useful information on the project.

Project monitoring helps to keep track of project performance and progress using key performance indicators (KPIs) given during project planning.

The most important part of this phase is to identify when a change is needed, what the change entails and how to implement it by impacting the minimum possible on the project.

Why is the project monitoring plan important?

 When project managers make important decisions without verified data, it is like they move into a dark room they don’t know with their eyes closed.

Decisions will be based on very little or no evidence. The action could therefore not be very efficient and could only be a waste of time and resources.

This is why it is important to monitor projects diligently and use the data collected to reach rational and logical decisions.

ere are some basic questions to ask during the project monitoring phase:

• Are the activities performed as planned?
• Are there unintended consequences that arise as a result of these activities?
• Are there any elements of the project that need to be modified and if so which ones?
• What is the impact of these changes?
• Will these corrective actions lead to the expected results?

Automation in project monitoring

Automated tools and technologies can simplify the project monitoring process.

Most project managers have already adopted project management tools to delegate tasks and monitor their projects.

However, project monitoring is a complex process and here the project manager must always be actively involved.

The six advantages of project monitoring

Project monitoring offers six advantages:

1. Align progress with the plan

Monitoring project progress will help assess whether the project is in line with the original plan. Moreover, it will help to understand, if the project is going wrong, what corrective actions to apply.

2. Involvement of interested parties

Monitoring improves stakeholder engagement. If a problem or risk is detected too late, the project sponsor is often powerless. With regular monitoring and clear communication, it will be easier to deal with risks and contingencies.

3. Customer satisfaction

Open communication and feedback increase the likelihood that the final result will meet expectations, thus considering the project a success.

4. Team motivation and responsibility.

Team motivation will have fluctuations during the execution of the project. By monitoring progress and completing the milestones, the team will have clear goals for the project.

5. Management of external suppliers.

Communication is essential for any project, especially when working with external suppliers. Monitoring the performance of these resources will help meet key deadlines, manage the given budget, and take into account unexpected project planning delays. Similarly, it is necessary to share project changes with suppliers, so that they can update their internal plans and be available accordingly.

6. Continuous learning and improvement.

Monitoring represents an ideal opportunity for continuous learning and improvement, as well as planning and project execution. Once the project is finished, it is essential to document the lessons learned, a task that is easier if the project was monitored during the execution.

Methods and techniques for monitoring the project

Project monitoring starts already during the project planning phase.

During this phase, the project manager must decide which are the factors that will define the success of the project. He will also determine how to measure the target using key performance indicators (KPIs).

In this phase, it is also necessary to consult the team and the sponsor of the project.

The KPIs used to track and measure success can be, for example:

• Cycle time: the time required to complete an activity.
• Number of program adjustments: how often project planning has been changed.
• Budget variance: how much the actual budget varies from the project budget
• Number of errors: the number of times the job needs to be repeated.

Moreover, it is possible to keep track of customer satisfaction, planned working hours compared to the actual ones, etc.

Choosing KPIs is therefore the first piece of the puzzle.

 The 6 phases of project monitoring

1. Identify the goals of the project

The definition of the program goals begins with the answer to three questions:

• What problem is the project trying to solve?
• What steps are taken to solve this problem?
• How will the project team know when the project was successful in solving the problem?

Answering these questions will help identify what the project should do and how the team, and especially the project manager, will know if it was a success or not.

2. Define the indicators

Once the project goals have been defined, it is time to define the indicators to track progress towards achieving them. The indicators trace the progress of the project and help to answer the question “Are the activities implemented as planned?”

3. Define data collection methods and timing

Now it is time to decide the methods for data collection and how often the data will be collected. The method chosen will have important implications for project monitoring. In fact, a wrong method could lead to a wrong perception.

4. Identify roles and responsibilities during monitoring

It is important to decide who is responsible for collecting data for each indicator from the early stages of planning. Data management roles must be clearly decided so that everyone is on the same page.

5. Create an analysis plan and report templates

Once all the data has been collected, someone will have to draw up a table of results for internal review and external reporting. The project monitoring plan should therefore include details on what data will be analyzed and how the results will be presented.

6. Plan data disclosure

The last element of the monitoring plan describes how and to whom the data will be given. For example, a project team might want to review data on a monthly basis in order to make policy decisions and develop future work plans, while other stakeholders may want to review the data every quarter. These options should therefore be discussed with stakeholders in order to determine reasonable expectations for data review and to develop dissemination plans at the beginning of the project.

These six steps are all you need to set up a good quality project monitoring plan.

By consistently applying these steps, each project manager will be able to see how his project is going. Above all, he will be able to intervene promptly to correct the course when necessary, avoiding inappropriate failures.

For us, Twproject represents an efficient solution for monitoring the progress of projects and recording the hours worked, allowing us to save both in terms of costs and energy.

Read the interview with X-Brain and find out how they make the most of the monitoring tools offered by Twproject

The advantages of using a smart tool like Twproject

If setting all these parameters may seem an hard task, the effort of the project manager can be considerably simplified by using an advanced technological tool such as Twproject, which automatically sets the summary of these data and helps to monitor the progress of all the ongoing projects with simple graphs.

Twproject in fact provides constantly updated and customizable statistics on the progress of projects and, thanks to alerts, warns of critical situations.

Moreover, it ensures that you can keep track of the evolution of your project and go back to previous stages at any time, thanks to its very useful Project Timeline.

Based on the data entered through a guided procedure, Twproject will generate for each project progress diagrams which evaluate several parameters. Thus the project manager will always be aware of any delays in the planned phases, overruns of the established times and the planned budget, exceeding deadlines, overloading resources.

Among project management software, it is the only one to have such a detailed project view and this is definitively its main strength.

But that’s not all: Twproject offers such detailed analysis at each level of the project tree, therefore also for all the sub-phases inserted during the drafting of the WBS.

In short, at all levels of project management and for the various areas involved, it helps to have a complete view of the progress of ongoing projects.

Make a free trial and see how quick and simple it is monitoring projects in all their various aspects with Twproject.

International projects have assumed a core role in the logistics domain.

These projects, ranging from transporting goods on a global scale to managing complex supply chains, are a notable challenge for project managers.

Their successful management is not just a matter of logistics coordination – it is a delicate balance between cultural understanding, technical prowess, and business strategy.

This article will explore the dynamics of international projects in the logistics area, emphasizing specific challenges and strategies for tackling them successfully.

International project management overview

Why should project managers consider international projects separate from those on a local, regional, or national scale? The answer is simple: complexity.

Global projects involve more variables, including political, economic, social, and technological factors in the macro-environment in which they take place.

Furthermore, project managers have to deal with language and cultural barriers, requiring different approaches to management itself. This situation is comparable to trying to drive a car blindfolded: the environment is alien and can lead to confusion, communication problems, conflict, and stress.

A successful project depends not only on finishing on time and within budget but also on the team’s ability to smoothly navigate an ever-changing environment where variables such as international regulations, political instability, and cultural differences can affect every aspect of the project.

International project management is a field that requires deep understanding and strategic management because of its inherently complex and multifaceted nature. This kind of management is characterized by its crucial relevance in several key aspects that extend far beyond the boundaries of a local or national project.

Understanding the global setting

First, international project management requires an extensive understanding of the global setting in which they operate. This includes awareness of the political, economic, social, and technological dynamics that vary significantly from one region to another.

A project manager, for example, must be aware of how a country’s trade policies may affect logistics and procurement or how local regulations may impact project operations.

Cultural and linguistic diversity management

Another crucial aspect involves managing cultural and linguistic diversity. International projects often entail multicultural and multilingual teams, requiring clear communication sensitive to cultural nuances.

The skill to effectively navigate and manage these differences is crucial to avoid misunderstandings and to build a collaborative and respectful work environment.

Logistical and operational challenges

From a logistical and operational point of view, international projects offer unique challenges.  

Managing distributed teams in different time zones, planning international shipments, and complying with local laws and regulations require a much more sophisticated planning and coordination than local projects.

International project management: challenges in the logistics sector

Logistics comes with a unique set of challenges that require particular care and expertise by project managers.

If not managed properly, these challenges can bring significant delays, additional costs, and, in some cases, project failure.

Let’s take a look at some of them:

Coordinating complex supply chains

A major challenge is coordinating supply chains that are often located on multiple continents. This requires thorough planning and the skill to manage multiple suppliers, shipping options, and customs requirements simultaneously.

Complexity increases when labor practices, regulations, and logistics infrastructure variations in different countries must be factored in.

Here is how a project manager can successfully tackle this challenge:

1. Mapping

• Begin with an in-depth analysis of your supply chains, identifying all points of contact, key suppliers, and possible risk areas.

• Understand material flow and timing to avoid delays or unexpected interruptions.

2. Successful collaboration

• Have regular communication with all partners in the supply chain. Tools such as Twproject can make this communication easier.

• Ensure that all partners share the same goals and are aligned on the overall project strategy.

3. Real-time monitoring

• Use real-time tracking technologies to monitor goods movement along the supply chain. Tools like logistics management systems can optimize tracking, streamline operations, and enhance supply chain visibility, ensuring a seamless coordination process across different countries and regions.

• Define clear KPIs and monitor them regularly to assess supply chain performance.

4. Updated planning

• Keep your planning up to date with real-time supply chain information. Twproject, for example, provides a quick and effective way to make changes.

• Prepare contingency plans and standard operating procedures to deal with critical situations or crises in the supply chain.

5. Risk Management

• Identify potential risks along the supply chain and develop specific mitigation plans.

• Collaborate with local experts: when needed, get local experts involved who understand the nuances of laws and business practices in different regions.

6. Adaptability and flexibility

• Be ready to adapt to sudden changes or unforeseen situations. Flexibility is essential in managing global supply chains.

• Gather feedback from your supply chain constantly and learn from previous mistakes to improve future operations.

7. Planning and time management

Planning and time management are especially challenging in international settings. Project managers must coordinate activities while considering different time zones and local holidays, as well as managing client and stakeholder expectations for delivery times and project deadlines.

Project manager skills in international project management

In international project settings, the role of the project manager is crucial.

As we have observed, these professionals must not only manage the technical aspects of the project but also navigate through all sorts of challenges.

Let’s explore what skills a project manager who manages international projects must possess:

– Complexity management

Complexity is an intrinsic part of many projects, both large and small.

Project managers must be able to manage complexity to ensure project success effectively.

These skills include:

• Managing multiple aspects of a project: They must be able to keep an overall view of the project, even when managing multiple activities and stakeholders.
• The skill for anticipating and mitigating risks: PMs must be able to identify and manage potential risks before they can negatively impact the project.
• Knowing how to adapt quickly to change: You need to be prepared for unexpected changes, such as changes in project requirements or unforeseen events.
• Effective problem solving: Project managers must identify and solve problems swiftly and efficiently.

 – Leadership and strategic vision

PMs must also have a strong leadership and strategic vision. This includes:

• The skill of clearly defining project objectives: Project managers must clearly communicate project goals to all stakeholders. For example, a project manager leading a new product development project must clearly communicate the product vision to all team members and explain why the product is important and how it will get a foothold in the target market.

• The skills to devise realistic plans:  Project managers must be able to develop realistic plans that consider available resources and constraints. For example, a project manager leading a corporate restructuring project must be able to develop a realistic plan that considers financial and time constraints, identify potential risks, and develop strategies to mitigate them.

• The ability to ensure that the team is aligned with the overall scope: Project managers must motivate and inspire the team to pursue project goals. They need to know how to foster a positive and collaborative work environment where everyone feels valued and involved.

– Communication and negotiation skills

Communication and negotiation skills are key.

Leadership in an international context also requires cultural sensitivity and the skill to motivate and lead diverse teams.

Project managers must communicate clearly with teams, suppliers, and stakeholders, often in different languages and cross-culturally. Thus, it is essential to know how to negotiate contracts, settle conflicts, and present information in an understandable way to all project participants.

– Relationship management

Relationship management is also a crucial concern. Positive relationships must be built and nurtured with a wide range of people, from internal teams to external suppliers and customers in different parts of the world, and knowing how to resolve conflicts.

Understanding and respecting cultural diversity is essential to creating a collaborative and respectful work environment.

Twproject the perfect solution for managing complex projects

Twproject stands out as a suitable solution for international projects thanks to its advanced features and user-friendly UI. Let’s take a look at some of its features:

• The software offers customizable features that can be tailored to fit different project sizes and complexities, making it a flexible tool for any type of international project.
• Twproject excels at resource management, allowing project managers to allocate and monitor resources efficiently. This is particularly valuable in international projects where resources may be spread across different geographic locations and time zones.
• The software makes it easier for globally distributed teams to communicate and collaborate. Features such as integrated messaging, message boards, and document-sharing tools ensure that all team members are always up-to-date and able to collaborate effectively despite physical distances.
• This software offers advanced monitoring and reporting tools that help project managers keep track of project progress in real-time. These tools are crucial for quickly identifying problems or delays and making informed decisions based on accurate data.

Ultimately, international project management comes with unique challenges; however, with the right tools, these challenges can ultimately become opportunities for success.  

Twproject adoption is a significant step toward more effective, efficient, and collaborative project management, enabling project managers and their teams to achieve their goals with greater confidence and success.

The feasibility study is an essential step before giving the green light to a project that could cost large sums of money.

This in-depth analysis is often requested ‘from the top’ of the organisation to ensure the feasibility and sustainability of the project.

First of all, the feasibility study determines if the project is likely to succeed and if it may or may not be an opportunity for the organization.

The feasibility study is generally conducted before undertaking any initiative concerning a project, including planning. It is one of the fundamental factors, if not the most important, which determine whether the project should be carried out or not.

Although project managers are not necessarily the ones who conduct the feasibility study, they can still act as reference persons during this phase.

Moreover, project managers can use the feasibility study to understand the parameters of the project, the business goals and the risk factors involved.

What is a feasibility study?

Specifically, a feasibility study is used to determine the feasibility of an idea, for example to ensure that a project is legally and technically feasible as well as economically justifiable.

The feasibility study says if a project is worth the investment. For example, if a project requires too many resources, this prevents those particular resources from performing other tasks.

In general, failure to use those resources for the time necessary to carry out the project may also cost more than the organization could earn from that particular project.

A well-designed feasibility study should therefore offer a series of parameters that a Project manager could define as essential for the complete evaluation of a project.

We can start from a historical basis of the activity or project, including the description of the product or service, accounting statements, details of operations and management, market research and policies, financial data, legal requirements and obligations taxes, potential risks and possible alternative solutions. Nothing should be left to chance.

Generally, these studies precede the technical development and implementation of the project.

In this context, the technical feasibility project plays a crucial role, as it assesses the technical feasibility of the project in terms of resources, skills and available technologies.

Five feasibility areas of the project

A feasibility study evaluates the potential success of the project. Perceived objectivity is therefore an important factor in the credibility of the study for potential investors and stakeholders.

There are five areas that relate to the feasibility of a project:

Technical feasibility

This evaluation focuses on the technical resources available to the organization.

It helps organizations determine if technical resources meet capabilities and if the technical team is able to convert ideas into operating systems. The technical feasibility also involves the evaluation of hardware, software, and other technological requirements.

Economic feasibility

This evaluation usually involves a cost / benefit analysis of the project, helping organizations to determine the feasibility, costs, and benefits associated with a project before financial resources are allocated.

Legal feasibility

This evaluation examines whether any aspects of the project can go against legal requirements.

Operational feasibility

The operational feasibility evaluation involves carrying out a study to analyze and determine whether and to what extent the needs of the organization can be met by completing the project.

The operational feasibility studies also analyze how a project plan meets the requirements identified in the analysis phase.

Feasibility planning

this evaluation is the most important for the success of the project. A project will fail if it is not completed in time.

In the feasibility planning, an organization estimates how long it will take to complete the project successfully.

Once these areas have been examined, the feasibility study makes it possible to identify any constraints that the proposed project could face, including:

• Internal constraints: technology, budget, resources, etc.
• Internal business constraints: financial, marketing, export, etc.
• External constraints: logistics, environment, laws and regulations, etc.

Benefits of a feasibility study

The importance of a feasibility study is based on the organizational desire to guarantee an excellent job before using resources, time, or budget.

A feasibility study could reveal new ideas that could completely change the purpose of a project.

It is better to do this analysis in advance, rather than being halfway and understanding that the project will not work.

Here are some key advantages of a feasibility study:

• Improves the attention and motivation of the project team
• Identifies new opportunities
• Restricts commercial alternatives
• Identifies a valid reason to undertake the project
• Improves the success rate by evaluating multiple parameters
• Helps the decision making process on the project
• Identifies the possible reasons for not proceeding

How to conduct a feasibility study

Anyone who conducts a feasibility study must follow several steps. These actions include:

• Preliminary analysis: before proceeding with the actual feasibility study process, many organizations will conduct a preliminary analysis, a sort of project pre-selection. The preliminary analysis aims to discover insurmountable obstacles and risks that would make even a feasibility study useless. If important blocks are not discovered during this analysis, it is possible to proceed with the more detailed feasibility study.
• Define the scope: it is important to outline the scope of the project in order to be able to determine the scope of the feasibility study. The scope of the project will include the number and composition of both internal and external stakeholders. Moreover, it is important not to forget to examine the potential impact of the project on all areas of the organization.
• Market research: no project can be undertaken without this analysis. Those who conduct the feasibility study will deepen the existing competitive landscape and determine if there is room for the project within that market.
• Financial evaluation: the feasibility study will examine the economic costs related to the project, including the equipment or other resources, the hours of work, the proposed benefits of the project, the associated financial risks, and the potential financial impact in case of failure of the project.
• Alternative solutions: if any potential problems should emerge during the study, alternative solutions will be examined in order to ensure the success of the project.
• Reassessment of the results: a reassessment of the feasibility study is essential, particularly if time has passed since it was first undertaken.
• Go / No-go decision: this is the final step of a feasibility study. In short, here it is decided whether the project can be started (go) or not (no-go).

In conclusion, it must be remembered that a feasibility study is more a way of thinking than a bureaucratic process.

As the scope of the project grows, it becomes increasingly important to document the feasibility study, particularly if large amounts of money are involved and / or if the delivery is critical.

The feasibility study must not only contain sufficient details needed for the operational phase of the project. It should also be used for comparative analysis at the end of the project.

It will be at this stage that a project manager will analyze what was produced compared to what was initially proposed in the feasibility study. The smaller the gap, the greater the professionalism of those who drafted the study.

Ready to do a proper feasibility study? Try Twproject’s Gantt

Thanks to Twproject interactive Gantt, carrying out a feasibility study will be much simpler, because you will be able to follow every phase of the process. It will be easier to attach all the necessary documentation to the project, monitor and evaluate results.

Thanks to resource load balancing you will be able to highlight any bottlenecks and tack action before the start of the entire project.

So why not try? Twproject offers you a free 15-day trial, with which you can test the feasibility of your projects. You will be guided by our support team for any technical or conceptual doubt.

Change management is a critical process for any project manager.

Even the most thoroughly planned projects are subject to internal or external change. In such cases, managing change effectively is paramount to ensuring project success.

A project manager’s understanding and mastery of the art of change management is a highly desirable skill and an absolute necessity

This article is intended to explore in depth how to effectively manage project change, addressing its challenges and seizing its opportunities.

We will analyze the principles of change management, the steps involved in the process, the techniques that can be used, and the role of the project manager.

Key principles of change management

Being successful in change management comes down to understanding and applying some core principles.

These principles provide a robust foundation to build and guide the change process, especially in complex contexts such as business.

1. Understanding change: the first step involves understanding the change you want to implement. It is important to pinpoint the factors that made it necessary, its goals, and its implications.

The factors that can lead to change include:

• Changes in the external environment:Changes in economic, social, political, or technological conditions may involve a change in the organization.
• Efficacy and efficiency:Change may be necessary to improve the effectiveness and efficiency of your organization.
• Innovation:Change can be helpful in introducing new ideas and technologies.

Having first identified the factors that led to the change, it is important to define the objectives of the change. Goals must be clear, specific, and measurable.

2. Involving people:Change is easier to accept if people are involved in decision-making. It is critical to communicate clearly and transparently, involving people from the very beginning.

Involving people can be achieved through:

• Effective communication:It is important to communicate clearly and transparently, involving people from the beginning of the process.
• Participation:It is critical to enable people to be involved in decision-making by providing them with the information and tools they need to make informed decisions.

3. Providing support:Change can lead to stress and uncertainty. Therefore, it is important to provide people with the support they need to handle change on a practical and emotional level.

Practical support may include:

• Training:It can help people build the skills and attitudes needed to tackle change.
• Tools and resources:It is important to provide people with the necessary tools and resources to carry out their work effectively.

Emotional support may include:

• Active listening:It is important to listen to people’s concerns and provide them with emotional support.
• Acknowledgement: Acknowledging people’s efforts and providing them with positive feedback is crucial.

Change Management process stages

The change management process can be broken down into distinct phases, each with specific goals and activities.

This structure helps project managers to effectively navigate through change, ensuring that every aspect is carefully considered and managed.

1.    Preparation for change

The change preparation phase is the critical first step in ensuring the success of any change project. At this stage, it is necessary to:

• Needs assessment: Understand why change is necessary and what problems it is intended to solve.
• Goal setting: Set clear and measurable goals for change.
• Stakeholder analysis: Learn who will be affected by the change and how.
• Leadership preparation: Ensure leaders and managers are on board and understand their role in driving change.

2.    Change planning

At this stage, the change management team must devise a thorough plan to guide the change through its execution.

• Strategy development: Create a comprehensive plan with a timeline, resources needed, and specific actions.
• Plan communication: Share your plan with all stakeholders, ensuring transparency and understanding.
• Training and resources: Plan the necessary training and allocate resources to support change.

3. Change implementation

The change implementation phase is where the change plan comes to life. At this stage, it is necessary to:

• Plan execution: Implement the actions outlined in the plan.
• Resistance management: Monitor and actively address any resistance to change.
• Continuous support: Provide ongoing support to employees during the transition.

4. Communication throughout change

Communication throughout change involves:

• Regular updates: Provide regular updates on progress and any changes to the plan.
• Feedback channels: Set up channels to get feedback from employees and other stakeholders.
• Reassurance and motivation: Keep spirits high through positive and reassuring communications.

5. Support and training

The support and training phase is vital to the success of the change. At this stage, it is necessary to offer:

• Targeted training: Offer specific training to help employees learn the skills needed for the new environment.
• Psychological support: Provide support to manage the emotional aspect of change.
• Skills adaptation: Ensure employees are appropriately prepared for new roles or responsibilities.

6. Monitoring and evaluation

This phase is key to ensuring that change is effective and sustainable:  

• Impact evaluation: Measure the impact of the change concerning the established goals.
• Feedback collection: Collect feedback to understand how change is perceived and experienced.
• Adjustments and improvements: Make changes to the change plan based on the results and feedback.

7. Change strengthening

This is the final stage of the change management process. The change management team must ensure that change becomes part of the corporate culture. This can be achieved through various activities:

• Incorporation into culture: Make sure that change becomes part of the corporate culture.
• Celebrating achievements: Acknowledge and celebrate successes to strengthen change.
• Continuous learning: Leverage the experience to improve future change management processes.

Effective techniques in Change Management

To successfully sail through the change management process, it is crucial to use effective techniques that smooth the transition and reduce resistance.

These techniques help ensure that change is not solely implemented but also accepted and sustained over the long term.

1.Stakeholder Analysis

• Stakeholder Mapping: Identify all stakeholders and estimate their level of influence and interest in the change.
• Engagement Strategies: Develop targeted strategies to engage stakeholders based on their position and impact on change.

2.Risk Management

• Risk identification: Recognize any potential risks involved in change, both at the operational level and at the level of staff acceptance.
• Mitigation plans: Develop plans to mitigate identified risks, including alternative scenario planning.

3.Training and Development

• Training programs: Create and implement training programs to develop skills needed to adapt to the new environment or system.
• Skill development: Focus on continuously developing employees’ skills to ensure they are prepared to manage future changes.

4.Regular Feedback

• Open feedback channels: Set up open and accessible feedback channels for employees to express their concerns and suggestions.
• Evaluation and action: Regularly gauge the feedback received and act on it to continuously improve the change process.

5.Strategic communication

• Communication plans: Develop plans that articulate when, how, and what to communicate to each stakeholder group.
• Custom messages: Tailor messages according to the audience to ensure their relevance and effectiveness.

6.Support and Counseling

• Mental health care: Provide mental health support to help employees deal with change-related stress and anxiety.
• Professional counseling: Provide access to professional counseling to address specific change-related problems.

7.Using change management tools

• Project Management software: Use project management tools such as Twproject to plan, monitor and communicate effectively throughout the change process.
• Automation and Reporting: Leverage technology to automate processes and deliver detailed reports on change progress.

By integrating these techniques into their change management process, project managers can substantially increase the odds of a successful change execution.

The key role of the project manager in change management

In the change management scenario, project managers play a pivotal role, serving as the hub between the technical and human needs of the project. This professional figure not only guides the project through its technical phases, but also manages the human aspect of change, ensuring that the whole organization accepts and supports the transition.

What distinguishes an effective project manager is visionary leadership, having a clear understanding of the goals of change, and the skills to communicate them effectively to the team and stakeholders.

This inspirational leadership is critical to infusing confidence and motivation, leading by example, and showing a firm commitment to change.

Communication plays a major role, requiring advanced skills to convey clearly the goals, benefits, and impact of change.

Also, the active involvement of team members and stakeholders is crucial, promoting participation and gathering feedback for inclusive change management.

Dealing with resistance and conflict is also critical. Project managers must identify and understand the causes of resistance to change among team members, employing conflict resolution techniques to turn resistance into opportunities for growth.

Training and ongoing support are indispensable to ensure the team receives the skills needed to adapt to new processes or technologies. Constant support helps manage team members’ concerns, ensuring their voice is heard and supported.

Continuous monitoring and adaptation of the change progress are crucial to assessing whether the strategies adopted are effective. Being ready to adapt to the change plan based on feedback and emerging circumstances shows flexibility and resilience.

Lastly, using project management tools like Twproject is key to effective planning, progress monitoring, and smooth communication. These tools help streamline processes, making change more manageable and less costly for the team.

Twproject: your ally in Change Management

Twproject is proving to be a key ally in the change management process, offering a comprehensive solution that supports project managers at every stage of change.

The versatile platform and its advanced features are designed to simplify change management, making it more efficient and less burdensome.

Through Twproject, project managers can provide a smooth transition, keeping the team aligned and focused on project goals.

The power to provide a clear understanding of progress, facilitate communication, and optimize resource management makes the change management process more manageable and less stressful for everyone involved.

Work packages, what are they and what relation do they have with wbs? That’s what we will discuss in this article.

A work package is a set of inter-related activities within a project.

These activities are grouped to create a sort of mini-project within a project.

Work packages, in short, are the smallest unit of work into which a project can be split during the work breakdown structure creation, the so-called WBS.

What are project Work Packages

A work package is generally established as a result of the following characteristics that activities may share:

• Type of work involved (i.e. Marketing, finance, etc.).
• Task Results
• Geographical location where said activities take place
• Time when the activities will be completed
• Technology or materials that will be used
• Team leaders in charge
• Specific stakeholders

By bringing related activities together, a work package becomes an element that is easier for the project team to understand.

Team members are thus able to see the connection between different work streams and focus on those that apply to them.

As part of a work breakdown program – work breakdown structure WBS -, using work packages delivers a greater sense of understanding because each block of related activities can be easily visualized.

To tell the difference between what is a work package and a true stand-alone project, you need to examine the outcomes.

Each work package is always just one element of something bigger, so its outcomes will be directly related to promoting the goals of the overall project.

Let’s use the following example: If you add a new feature to a technology product, such as project management software, there may be several work packages related to its development, including:

• Design
• Development
• Test
• Integration
• Roll out

Within each of these packages there will be a variety of different activities. However, by keeping related activities organized, it will become easier to communicate with lead teams and set milestones and deadlines to better manage the entire project’s critical path.

The use of work packages also provides a reference point for describing and managing the various metrics related to a project, such as:

• Budget: knowing how much is allocated to each area and how well this is being met.
• Deadlines: how well they are being met and whether some areas are causing more delays than others.
• Risks: what needs to be monitored to know where and how likely problems are to occur.
• Priorities: significance of different areas and what you need to focus on first.
• Stakeholders: knowing who needs to be kept up-to-date on different aspects of the business.

Why are work packages important?

By segmenting a project into work packages, the Work Breakdown Structures development becomes easier and project managers will have a greater level of control over the various tasks.

Other benefits include:

• Work packages enable simultaneous work by multiple teams on different components of a project. Each team follows tasks defined for that work package and completes them within the given deadline.
• When teams have completed their individual work packages, the entire project reunites seamlessly. The completion of a work package is often overseen by a specific person who may be the project manager himself or a specifically assigned supervisor.
• Even though costs are estimated at the activity level, these estimations are aggregated at the work package level, where they are measured, managed, and controlled.
• For each work package, direct labor costs, direct costs for material, equipment, travel, contractual services, and other non-personal resources, and associated indirect costs can be determined. Then, the individual costs of all work packages are aggregated to reach the authorized cost baseline or authorized budget for the project.

Work package performance measurement

A work package performance can be measured using the earned value management technique.

This integrates project scope, costs, and schedule measures to help the team assess and measure project performance and progress.

It involves preparing a baseline against which the performance of work packages can be measured for the duration of the project.

Earned value management develops and monitors three key dimensions for each work package:

• Planned value: the planned value is the authorized budget assigned to the work to be performed for the work package.
• Earned value: the earned value is the value of the work performed expressed in terms of the approved budget allocated to the work package.
• Actual cost: Actual cost is the total cost actually sustained and recorded for the performance of the work performed for a work package.

Work package preparation guidelines

When breaking down a WBS to the work package level, WBS nodes may be split to extreme levels, wasting time and making the project difficult to understand, manage, and adjust.

There are many factors to consider when deciding how far to decompose the WBS, however the most important are:

• Work packages should be small enough to estimate time and cost.
• The project manager and project team should be positive that the current level of detail provides sufficient information to proceed with the following tasks.
• Work packages should be small enough to be assigned to a single person or group that can be held accountable for results.
• Although this might differ from project to project, most project managers agree that the 8/80 rule can be applied to measure a work package. This rule says that no work package should be under 8 hours and over 80 hours.
• Work packages may reside at different levels in the WBS hierarchy. Project managers should not artificially force WBS into a structure where all work packages are at the same hierarchical level. This could lead to problems arising as the project progresses, such as forced details or lack of control where it is really needed.

Get Started

For project managers, the successful use of work packages is key as it allows them to easily differentiate and outsource tasks required to deliver a project, for this reason, having a project management software helping you is essential.

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

A software like Twproject could help you designing the WBS easily, deviding the project in work packages for enhancing delegation.

The most important benefit, however, is that work packages allow a major project to be segmented into more manageable parts so that neither the project manager nor the team is overwhelmed by the size of the project undertaken.

The choice of an iterative project management method is mandatory for keeping pace with the ever-changing market demand.

In a context where the iterative method in project management is becoming more and more crucial, it is necessary to adopt approaches that allow rapid adaptation to changes and new requirements.

In fact, you need methods – even in project management – that are flexible and can adapt to market evolutions.

Project management using the iterative method ensures that solutions can be adapted progressively, without having to wait for the entire project to be completed.

Agility is key to maintaining a competitive and profitable organization and agility begins with the application of an iterative method.

What does “iterative method” mean within projects?

The iterative approach focuses on delivering value as quickly as possible (incrementally), rather than in one go.

Iterative approach means that the product development process is split into multiple iterations or explicit versions, each of which offers objective improvements or additional functionality.

An iterative approach creates continuous evaluation and improvement opportunities in the development process and throughout a project.

And the good thing is that the design of an iterative approach is generally simple and easy to implement, regardless of the context.

Iterative method process

Unlike the more conventional Waterfall model which focuses on a rigorous gradual process of development phases, the iterative model is designed as a cyclic process.

In a Waterfall model, each development phase (planning, design, implementation, testing and release) is completed in its entirety before proceeding to the next one, making it difficult or even impossible to go back and make changes without compromising the timeline.

In the iterative model, on the other hand, the project is divided into a series of small cycles or ‘iterations’, each of which aims to develop a partial but working version of the product.

After each iteration, tests are carried out and feedback collected to refine the result. This approach allows constant optimisation, greater flexibility and the ability to respond quickly to changing requirements or new customer needs.

With the iterative method, after the initial planning phase, some phases are repeated over and over again, with each completion of the cycle that incrementally improves the result.

Improvements can be quickly identified and implemented during each iteration, allowing the next iteration to be at least marginally better than the last one.

Here is more detail on how each step of the iterative method works:

• Planning and requirements: similar to most development projects, the first step is to proceed with initial planning to outline specifications, establish requirements and generally prepare for the actual work.
• Analysis and design: Once the planning is completed, the analysis and design phase takes place, in which the work to be done in the phase is broken down in more detail.
• Implementation: the phase begins by following all the documentation prepared so far.
• Test: once this phase is over, a series of test procedures must be performed to identify and pinpoint potential bugs or problems that have emerged.
• Evaluation: It is time for a comprehensive evaluation of the development up to this stage. This allows the entire team, as well as clients or other external parties, to review at which point the project is, where it needs to be, what it can or should be changed, etc.

And then the crucial point of the whole iterative model comes: once the feedback from the evaluation process of the specific phase is collected, it is brought back to the planning level, at the top of the list, and the process is repeated again.

This process will be repeated until there will be no room for further improvements to the product.

Iterative model advantages

The benefits of the iterative model are several and we will examine them one by one.

• Intrinsic version check

The iterative model ensures that the most recent iterations are incrementally improved versions of previous iterations.

Also, if a new iteration fundamentally crashes a system in a disastrous way, a previous iteration can be implemented or “cancelled” quickly and easily, with minimal losses.

• Quick trend inversion

Whilst it may seem that each phase of the iterative process is not as different from the phases of a more traditional model as the waterfall method, the uniqueness and convenience of the iterative method is that each phase can be effectively scaled down into increasingly smaller time intervals, depending on the needs of the project.

Although the initial step of all phases may take some time, each subsequent iteration will be faster and faster. This will reduce the life cycle of each new iteration to a few days or even hours in some cases.

• Great for agile organizations

Even though a gradual process like the waterfall model can work fine for large organizations with hundreds of team members, the iterative model really starts to be beneficial when it is used by a smaller, more agile team.

A process that follows the iterative method can be effectively executed by a number of individual team members. Execution can range from planning and design to implementation and testing, with little or no need for external feedback or assistance.

• Early risk identification and response

Managing each iteration is easier than managing the entire project at once.

The iterative approach allows development teams to address problems at an early stage without requiring the team to backtrack.

• Experimentation

The editable and cyclical nature of the iterative method allows teams to test new ideas for their products.

Iterative Model Drawbacks

As in all things there are not only positive aspects to the application of an iterative method. Let’s see what drawbacks can happen.

• Expensive problems in advanced stages

While this is not necessarily a problem for all projects, due to minimal initial planning, when using an iterative model, an unforeseen design problem may appear late in the project.

Solving this unforeseen problem could have potentially devastating effects on the time and project costs as a whole. You may also like to read this article on how to create a project Budget.

Fixing the unexpected may require a large amount of future iterations just to solve this single problem.

• Greater pressure on user engagement

The cascade model stresses virtually all user/customer engagement in the early stages of the project during a short critical period of time.

By contrast, the iterative model often requires user involvement throughout the entire process.

This is sometimes an unfortunate factor because, depending on the project, each new iteration may require testing and feedback from users to properly assess the changes needed.

• Feature Creep

Not only can the iterative model require virtually continuous feedback from users, but this can also mean, inherently, that the project may be subject to undesired feature creep.

Users experience changes in each iteration and, as a result, are inclined to constantly submit new requests for features to be added to future versions.

Twproject is flexible enough to offer predictive and iterative project tracking tools that allow for comprehensive project control when needed such as staying on top of customizations for clients, as well as informal task management.

Read the interview with Advance and find out how they apply the iterative method to projects

Conclusions

To briefly recap what is the iterative method within projects: this is simply a model of the product development life cycle – a project output – that works through small iterations to ensure efficiency and high quality at the end of the work.

This model can be a great choice for large projects that need to include feedback and progressively review results during development rather than towards the end.

If you follow the iterative method process correctly, you will end up with a great product that is more likely to be in line with the desired functionality and requirements.