Product Options

There are dozens of PM apps on the market. Each one has its own blend of features ranging from basic collaboration and document sharing to more comprehensive solutions with project reporting functions. Here are details on a few applications:

Gantter Project

This application focuses on the scheduling aspect of project management. As the name suggests, you can use it to generate bar charts showing progress. The developer claims that the product integrates fully with Google Docs and that MS Project files can be imported.

Manymoon

This product centers around team management. It allows users to share files and gives the project manager the ability to assign tasks. These functions are interfaced with Google apps such as Gmail with single sign-on. You can create projects from a basic template and track milestones. However, Gantt chart-style reports aren’t available.

Smartsheet

This app offers both communication capabilities and chart generation. The newest version of this product also gives users the ability to create sub-tasks and define logical relationships. It also tracks changes to promote better decision-making.

Mavenlink

This application puts a lot of emphasis on customization. You can brand your “portal” with your company’s look and feel. Unlike many Google integrated apps for project management, this one includes time tracking and billing functions.

Pros and Cons of Using Apps

The most commonly mentioned benefit is that many Google compatible PM apps are free or very low cost. Sometimes, apps are rolled out in a free version because they are still in the testing phase and will eventually be billed on a pay-per-use or similar basis once all the kinks are addressed. In the meantime, be prepared for a lot of revisions as the app is being developed. If frequent changes affect the end user’s experience, this could negatively impact a project.

On the other hand, if your current software tools aren’t serving your project management needs, you might test drive a few apps to see if they work for you. Here are some questions to ask in your search for the right fit:

• What functions currently being handled by other software does this app fully replace?
• Will I need separate applications for time tracking, reporting, billing, etc?
• Can I import and export data to other applications as needed?
• Is real-time data sharing with other back-end software possible?

You may find that it takes several overlapping apps to get all the functionality you need from these cloud-based niche products. While Google Apps may be making significant inroads in large businesses, it doesn’t appear that there is currently a comprehensive project management app that could be deployed on the enterprise level.

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• Lack of ownership at the highest level of the organization
• Inadequate resources committed at the start of the project
• Team infighting and poor communication
• Going over budget with no clear timeline for completion
• Constant delays in completing schedule milestones
• Scope and final goal keep changing

Those final 3 issues can usually be avoided with appropriate planning. However, sometimes you inherit a project from a previous PM that’s already halfway down the road to nowhere. In that case, there’s good news and bad news. The bad news is that you will have to work twice as hard to breathe life back into the project (if that’s even possible). The good news is that you can blame everything that’s gone wrong so far on your predecessor. You can do this without sounding whiny if you offer real solutions to the problems you point out.

What If You Can’t Save a Project?

If obstacles such as high costs, poor design or execution, and changing objectives can’t be overcome or worked around, it may be best to shut things down. This is a time when your project management communication skills need to be at their best. A cancelled project can affect morale throughout your organization. Be sure to solicit input from your full team and other stakeholders before moving forward with shutting down a project. That way, you will all be in agreement and you won’t overlook any possible solutions that could save the project.

Follow Proper Cancellation Protocol

Keeping relationships intact and conserving resources are the two main priorities in the actual cancellation process. If you are performing the project for a client, they should be involved at each step so they don’t feel like it is all out of their control. If you need to cancel orders with vendors, do this as soon as possible so they aren’t devoting production capacity to your project and counting on revenue that’s not going to materialize. When possible, identify ways to reuse project resources for other scheduled or future projects. Be sure to still recognize and reward team members for their contributions – it’s usually not their fault that things went wrong.

Add a Kill Switch in Advance Next Time

One part of project management planning that doesn’t get a lot of attention is setting parameters that will determine when a project should be shut down. This concept should be evaluated during risk management planning. You should be able to identify a specific point when the ROI for a project just isn’t going to be worth it. This could be a dollar amount. Or, it could be a timeline. For example, your organization’s goal might be to bring a certain product or service to market before a competitor. If you fall 12 months behind, the whole project might become moot. Rerouting project resources to something that’s more likely to be a “winner” could be the most strategic choice.

Don’t Get Caught Up in Emotions

Determining the criteria for discontinuing a project ahead of time (and sticking to it) makes it easier to actually pull the trigger if the time comes. Otherwise, you may get caught up in a cycle of justifying more and more expenditures on a project that’s a money pit. Like the song says “You’ve got to know when to hold ‘em, know when to fold ‘em”. Getting emotionally involved in a project and having your pride hurt when you have to let go can be tough. But the sooner you put a failure behind you, the sooner you can start working on your next success.

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With projects, there are always new factors coming into play

So, there are 3 main focus areas in decisions about making projects greener. First, you can make changes in the processes and practices you follow in every project (think of this as being the program management level). Second, there are the decisions that you make that apply to a specific project. Some of these will involve choices you can make during planning. Others will come up during the execution of the project. Third, there is the decision to actually take on a project that makes increasing the sustainability of your organization its major objective. Such a project would result in updated operations protocols and tie in to a corporate stewardship program.

Program Level Green Tips

At the program level, virtualizing as many processes as possible is one way to be more sustainable.

• Does every project document have to be hard copy, or is it possible to store information electronically? Even contracts can be e-signed these days and still be considered valid in court. When you look for a project management software platform, evaluate how many paper-based processes it can really replace and which ones it just duplicates.
• Review your list of most commonly used vendors. Add “eco-responsibility” to the list of factors that determine who you buy from. This can include choosing vendors who ship materials a shorter distance or those who use recycled materials in their products and packaging. Often, you will find that sustainability and cost efficiency go hand-in-hand.

Project Level Green Tips

• At the project level, it’s not just the steps along the way but the final product itself that should be evaluated for “greenness”. Determine if the end consumer can reuse, recycle, or repair the product or any of its components. Look to large corporations that participate in “cradle to cradle” types of certification for ideas in this area. There might be fairly straightforward ways to make your product more energy efficient or less prone to emitting VOCs. For service oriented projects, find ways to work smarter instead of harder to save resources.
• During risk management planning, remember to calculate any risks to the environment. Then, put project management safeguards in place to mitigate these risks rather than simply trying to externalize them and make them someone else’s problem.

Corporate Stewardship Tips

• If possible, make time once per year to instigate an internal project that is focused on reducing waste, increasing energy efficiency, or creating a healthier workplace. Done right, these initiatives pay for themselves in cost savings. You’ll also be able to use these activities to boost morale and to increase your positive branding.

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9 Critical Benchmarking Activities

According to the NAS report, there are 9 basic aspects of benchmarking. These activities apply to benchmarking done at any phase of a project (planning, execution, review). For best results, this benchmarking should be integrated into the project management culture rather than being viewed as somehow separate. This encourages openness to new ideas and a willingness to make changes as needed to improve project and program processes. Here are the 9 activities:

1. Deciding what to benchmark
2. Defining the metrics to be used
3. Developing a reliable method of data collection
4. Actually collecting the required data
5. Analyzing the data to highlight deficiencies in performance and areas where best practices are not being followed
6. Identifying the root causes of these PM process and outcome shortcomings
7. Developing a plan of action to reduce or eliminate known deficiencies
8. Integrating new best practices into the project delivery process
9. Making benchmarking a recognized and valued part of the process of continuous improvement

The Input/Process/Output/Outcome Cycle

Because benchmarking is designed for use at each stage of a project, it’s helpful to clearly define the cycle of a standard project. The DOE uses assessments that cover four basic stages. Input is the first stage and benchmarking is done by measuring resources that will be provided for the project. The next stage involves process metrics. The manner in which activities are carried out is compared to PM standards for how things should be done if all policies and procedures are followed. Output focuses on benchmarking the quantity and quality of the end product. The outcome is measured by how well the end product actually serves the purpose for which it was intended and whether it supports larger program objectives. External factors may influence the project at any stage. These influences must be taken into account as issues that should be planned or adjusted for even if they cannot be entirely controlled.

What Makes a Performance Metric Useful?

As you go through the process of actually deciding what data to use, there are some characteristics that have particular value. Data collected for benchmarking should be:

• Measurable (objectively or subjectively)
• Reliable, consistent, and verifiable
• Simple, clear, and easy to understand
• Timely and cost effective
• Minimally affected by external influences
• Meaningful to users at all levels
• Related to mission outcome
• Useful for driving effective decisions and process improvement

The more criteria on this list you can match in your performance measures, the better!

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Benchmarking Overview

Laurence Nicholson published a report on benchmarking in PM World Today back in 2006 that is still relevant and useful now. You can read it free online here. The focus is geared somewhat toward IT projects, but the same principles Nicholson discusses can easily be adapted to any industry. Here are some takeaway points:

• Not every organization can or should use the same metrics for project analysis. Failing to correctly match metrics with real life objectives simply leads to wasted resources with no added value to show for it.
• Using a balanced blend of subjective and objective metrics makes sense. Easily measurable factors like cost and time should be weighed alongside more subjective factors like customer satisfaction and team cohesion.
• Metrics may be used to determine whether processes are consistent or if there are areas where approved methods are not being used.
• Staffing levels and employee engagement are critical to the success of projects. PMs should understand HR metrics that impact project performance and collaborate with HR to increase the quality and availability of project team members.
• One of the most often overlooked aspects of project management benchmarking is its role in determining if projects are aligned with larger organizational goals.

Who Uses Project Benchmarking?

Large business enterprises and government agencies that have a well developed project or program management process are more likely to make effective use of benchmarking. Such organizations can be a great resource in providing examples of how benchmarking works. For example, the Department of Energy collaborated with the National Academy of Sciences to publish a report on its own project management processes for educational purposes. Here are some highlights:

• Many projects can be broken down into a series of critical decision points requiring approval: mission need, system requirements and alternatives, baseline, implementation, and transition to operations. Benchmarking done at each of these junctures can aid in appropriate decision making.
• Goals should be clearly defined, actionable, and measurable. They should have their origin at the organizational level and flow down to the PM level. To aid in goal alignment, similar performance metrics should be used to measure whether goals are being met at both an organizational and project management level.
• Data collection is most effective when centered on known sources of accurate, repeatable, and verifiable information (not discounting the fact that subjective data should also be collected and used in benchmarking).
• Feedback systems should be in place to promote continuous improvement of all aspects of project management from processes to results.
• Benchmarking should be cumulative so that multiple projects can be compared and evaluated to identify larger patterns of performance.

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What Standards Apply?

There are many standards that could be used as a framework or starting point for these policies and procedures. The Generally Accepted Privacy Principles (GAPP) developed by the AICPA is one set of standards to consider. The level of stringency with which these principles are applied should correlate to the sensitivity of the data being handled. Here is an overview of a few of these principles and how they might be applied to the project management sphere.

Privacy Management

This is the overarching strategy that is developed to safeguard sensitive data. It includes the creation of policies and procedures for the privacy program. These policies and procedures must be documented and communicated to all relevant parties. Adequate resources should be assigned to put infrastructure elements in place that help ensure the achievement of policy objectives. Accountability must be assigned to those responsible for implementing and maintaining privacy so that there are well defined consequences for program failure. The management policy must also include monitoring to identify evolving risks or any new regulations that might affect the privacy policy and practices. In project management, privacy should be discussed as it relates to both communications planning and risk management.

Collection & Use Notices

Whenever any personal identifying information or other confidential data is collected, it should be made clear why the data is being collected and how it will be used. This is typically done through the presentation of some type of notice. The notice includes the contact information for the group or individual responsible for answering questions or resolving issues regarding how private information is collected or used. For project management, the topic of confidential or proprietary information is often covered in an NDA or similar contractual document. This represents a formal agreement to follow ethical privacy practices in not disclosing a client’s confidential data to any third party without express, prior written consent. The use, retention, and eventual disposal of such data may also be addressed.

Security of Privacy

This aspect of privacy management concerns the physical, procedural, and electronic steps your organization takes to safeguard privileged project management data. It should take into consideration the potential for and consequences of accidental and deliberate destruction, unauthorized access, disclosure, or other misuse. Any administrative, physical, and technical controls put in place should include a backup plan in case the personnel authorized to access the confidential project management data become unavailable. Privacy security safeguards should be tested at least once a year to ensure they are functioning as intended.

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Federal PMs Had a Head Start; But Results are Still Uncertain

As some of the earliest adopters of PM methodology, the government is uniquely positioned to develop it further. However, there is still a critical need for better assessment of competencies and outcomes. Without this data, it’s impossible to tell which initiatives and approaches are working well and which ones need to be revamped.

FAC-P/PM was only instituted in 2007. According to the authors of the report, at this time there are relatively few agencies that are even fully aware of the ramifications of the program or how they should be leveraging it to create greater competency and ensure better project (and mission) results. So, the report spends less time evaluating what FAC-P/PM has accomplished so far and more on what still remains to be done.

Competency Takes Center Stage

The certification program is based around competency rather than simply knowledge acquisition. The recommendations at the end of the ASAPM report make it clear that this is the right approach and that it should be given even more importance. The 7 core FAC-P/PM competencies are:

• Requirements Development Management Process
• System Engineering
• Test and Evaluation
• Life Cycle Logistics
• Acquisition/Contracting
• Business Financial Management
• Leadership Professional

This is a big change from the time period prior to 2007 when acquisition received all the attention. The government has realized that there’s a lot more to an actual project than simply what you buy. Interestingly, the GSA is one of the recent adopters of this more comprehensive approach to project management. The ASAPM urges them to take notes from early adopters such as the Treasury Department. Those agencies that have the most experience with this methodology have the best documented results and the greatest appreciation for what PM competency can achieve.

How Is Competency Defined?

It’s a combination of knowledge, experience, behaviors, and skills. Obviously, more than classroom training is required to become competent. Performance management, goal setting, and mentoring also play an important role in developing good project managers. Part of making the FAC-P/PM work will be determining an overarching strategy that can be used by all agencies.

Conclusion

Currently, a lack of inter-agency collaboration and widely varying standards still exist for PM development. These differences must be addressed to make both program implementation and data collection for results-based evaluation of individual projects more streamlined and effective.

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Project Management Institute

PMI has a great resource page that features a collection of PM news and articles. Last month, they highlighted the changes that many universities are making in their MBA programs. Now, rather than just focusing on finance, analysis, and accounting topics, coursework is being expanded to include more “hands on” knowledge. PMs are recognized as having highly desirable skills including leadership and strategic thinking – characteristics that not every numbers guru with an MBA can boast. Locations like UC Davis are putting students out in the field to solve real life business problems as part of their required PM course. This gives students a chance to prove themselves before they even launch their full time careers.

Internationals Project Management Association

IPMA has announced the establishment of the International Centre for Complex Project Management contest. The research prize is awarded for innovation in emerging areas of complex PM. The ICCPM is accepting nominations of research papers through May 1^st. The winner will receive AUD$10,000. This should be a yearly event, so start working on a paper for next year’s contest if you feel like you have the chops to compete for this prestigious award!

American Society for the Advancement of Project Management

This U.S. chapter of IPMA just released a report in February on “Understanding FAC-­P/PM and Competency”. Compiling the research took over a year (no word on whether that was the anticipated schedule for completion) and now it’s available free of charge. ASAPM came to a number of conclusions based on its findings. Their recommendations for federal projects include aligning methodology with each industry, improving measurement of results, and stressing actual competency rather than just training. We’ll definitely take a closer look at this report in a future blog post, so stay tuned.

Association for Project Management

The APM is a UK based organization for PMs. This association works with major industries by offering corporate accreditation for relevant processes. Notable participants in this program include Seimens, Shell, and Rolls Royce. Accreditation focuses on the current processes in place at a corporation, areas that may require further development, and the five dimensions of professionalism. A company must support its PMs in acquiring knowledge, experience, and ethics that demonstrate breadth, depth, achievement, commitment, and accountability. So far, the U.S. has focused on accrediting and certifying PMs rather than corporations. It will be interesting to see if this trend catches on over here.

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The problem is that a lot of people aren’t that good at coming up with ideas on the spur of the moment. Let’s say you put a team member on the spot with a question like “You’ve been awfully quiet, Dave, do you have a suggestion you’d like to share?” Chances are good that Dave either wasn’t paying attention at all or simply wasn’t talking because he didn’t have anything relevant to add. How can you unleash the imaginative resources of your team and encourage them to share their ideas?

Seed the Discussion

Before you have a project management meeting to brainstorm, let everyone know several days in advance (if possible) what the topics will be. This could be a particular goal along with realistic parameters such as cost or schedule that will be used to determine which concepts are workable. Consider including a couple of your own ideas in this message as a starting place. It may spark inspiration in one of your team members.

When you provide this kind of advance notice of a brainstorming session, make it clear that team members will be expected to bring at least one proposal of their own to the meeting. If you have team members who tend to be shy, pair people up in a buddy system to generate an idea as partners. The more ideas you start the meeting with, the better. They don’t have to be brilliant or completely fleshed out. The important thing is to get the ball rolling so people will feel comfortable participating.

Create a Focused Environment

No one is at their creative best when they have a pile of work on their desk to worry about. If there’s no “slow day” during the typical workweek at your office, you may have the best results by scheduling a meeting to generate ideas before or after work – or on a weekend. Only use this tactic rarely and make sure to treat everyone to a good meal to keep their blood sugar stable and their mood lifted. Consider getting everyone out of the office and holding an informal meeting at a different location. A reserved dining room in a restaurant might work (some people tend to loosen up a little after a glass of wine).

Don’t Make Decisions Right Away

This may seem counterintuitive from a project management standpoint, but the purpose of a brainstorming session is not to come to a decision. The point is to come up with lots of possibilities. The decision can be made after you’ve had a chance to more fully investigate the pros and cons of a particular plan. Communicate from the outset that there’s not going to be a big “showdown” with one person’s proposal winning and everyone else losing during the meeting. That can help project management team members be more open with their ideas and less defensive if someone points out a fatal flaw in their suggested course of action.

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Low Overall Cost Is Typical

This is the most frequently touted benefit of SaaS versus traditionally licensed software. The month to month fee is a lot easier for some businesses to swallow than the heavily front loaded price of on-premise software. The total cost of ownership over time can also be lower with SaaS project management software because the vendor is responsible for updates, upgrades, maintenance, security, and ongoing support. Generally, these services are provided at no additional cost as part of the monthly plan. Because the data is hosted on the vendor’s side, no additional hardware or server infrastructure is needed on the customer’s side.

Virtual Team Management May Be Simpler

Some projects involve team members and third party collaborators at sites in different states – or even different countries. Permitting everyone with a valid username and password to access your PM software anywhere, anytime can be a very attractive feature. This ensures that everyone is working with current information no matter when they log. Of course, you can set permissions so that SaaS users are only allowed to view, modify, or add data based on their level of responsibility within the project. You might even choose to give customers access to certain reporting functions so they can stay apprised of the progress of their project as needed.

IT Involvement is Still Required

Implementing a “rogue” SaaS application without IT’s knowledge is always a bad idea. Don’t let an SaaS vendor convince you that their project management software is so simple you don’t need help. One critical aspect of PM implementation is the ability to interface the application with backend systems such as Accounting. You need IT to check out the software to see if it will allow importing/exporting of data. Otherwise, you will be stuck rekeying information – greatly increasing the risk of errors. Ideally, your PM application will allow true integration with real time updating of data from your other programs.

Security is Always a Concern

There’s almost certain to be a large amount of proprietary information in your project management database. SaaS is becoming more secure all the time, but consumers still have concerns about how safe their data is when it’s hosted behind a vendor’s firewall instead of their own. This is another reason to have IT involved in the selection process for SaaS software. They can evaluate the security protocols (physical, procedural, and electronic) that these vendors have in place. Some may actually have even tighter security than your organization, so you might end up feeling completely at ease with third party hosting.

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