What to look for in Project Management Software

Project management has become a fundamental way for organisations to optimise processes, and ensure there is a seamless way of working throughout the company. As any process or structure evolves, it is worthwhile to think of what fits and does not fit. There are three major aspects to consider before adopting any piece of software:

• Is it needed: - Project management software is one of the most helpful tools that can assist project managers. However it is always needed, take for example collaboration software and configuration management software, which are all good, but do we invest more time in managing these pieces of software rather than doing the actual collaboration itself? 
• Is it software before process: - How many times have you heard, the software will help us work better together. While an accurate statement in some ways, it is not the process and the way of working is the center of how we work together. Then placing the software on top of the process is what allows inefficiencies. So, shouldn’t it be process before software? 
• Is there a culture of use: - I know this may sound odd, but some clients I work with do not have a culture of ‘software usage’! What I mean by this is that it is not the software, it is not the practicality of it, but it is the case of where it adds another layer of complexity based on the culture. Most of these organisations are client facing and very focused on engagement practices. 

So here are some of the things that we would seek from project management software:

• Ability to collaborate with team members in real-time. Project management software commonly offers communication tools that can assist teams in discussing issues in real time. The benefit is that each team member can be kept up to date, quickly dealing with issues as they arise. 
• Focus on document sharing. For projects that require the use of significant documentation, document sharing tools allow individuals to edit, update the status of reports and create systems that allow for transparency and communication. 
• Ability to manage risks, forecasting, and budgets. Knowing and logging project risks, creating forecasts and tracking budgets are some of the biggest advantages of project management software. 
• Ease of use of reporting capabilities. With flexible report formats and the ability to quickly access needed data, project management software can keep tasks on schedule. 
• Intuitive to use. Lastly but most important dashboard-based software requires little training to implement. Simple to use and easy to install, new project management software allows for quick ramp-up times.

Also when deploying / using software, here are some of the things that I have seen that minimise the use of the application:

• Some programs can be very costly without return. Solutions need to be custom designed or solved by purchasing multiple software programs. These can be costly options and can be difficult to implement. 
• Project management software may complicate simple projects. When project management software is used inappropriately it can unnecessarily complicate matters. 
• Execution issues that removes face-to-face communication. While software is useful, a problem develops when more time is spent on setting up and using the software than engage with people.

Before purchasing a particular software package, it is critical to know exactly what is needed and why.

At Turlon & Associates (www.turlon.com) we help companies develop project management competencies to meet their business needs.

What is Changing in Project Management

Project Management is very different today to what it was five years ago. I do firmly believe, the art of project management will have changed in the next five years to a place where we might not even call it project management but maybe ‘engagement management’? The project management landscape will look different, that I will certainly agree with. As clients, businesses and vested parties continue to evolve in thinking and needs, the state of project management needs to mirror this and grow accordingly.

A transformation is taking place in the project management field as the result of changes to business practices, the evolution of IT, the hunger to delivery and the complexity of organisations. This is all putting a sharper focus on project people, governance processes and the technologies we need to enable successful delivery. Here are some of the major factors that project managers should consider as the profession evolves:

• Be Strategically Focused: - Constant competition, limited resources, time and budgetary constraints have an increasing impact on project delivery. This is not going to change, however what needs to change is the mindset of the Project Manager. We should influence these constraints strategically. Let’s not just accept these as project factors, they should be assessed on what we need to do to re-align the business to be better prepared. For example, shortage of resources doesn’t mean we cannot deliver, we need to realign ourselves to take advantage of what resource are available.
• Take up the Coach Role: - Be smarter in your leadership and focus on how you can maximise people's time. Yes, as project managers, we are greatly influenced by the management team from top-down and our culture of working. However, project managers create their own project culture and develop a team-level energy. Project coaching should be about finding positive and productive ways to promote and reward the various strengths and to brand a stronger team environment. While this is nothing new, it should become the cornerstone of a project manager vision or responsibility.
• Be Entrepreneurial: - If you ask any business owners what the most important thing is, they may say profits, but is it enough to just focus on this. What about intangible value factors such as customer satisfaction, improved services, customer retention, etc. People and businesses want to do business with companies that provide transparency, offer visibility and conduct themselves in ways that can improve how they work. We rely on projects to sell this and sell more beyond just delivering a product. Project managers need to be able to sell the service of the project and be entrepreneurial in how the project can be presented out to clients, business and vested groups.
• Educate yourself Softly: - This is no surprise but it is amazing the amount of people that take this for granted. Soft skills are the cornerstone of successful project management, but project managers should continue to push the boundaries, be educated and challenge the trends and theories that exist. It is not enough to say that by working with people, makes one rooted in soft skills.
• Diversify seamlessly between Virtual/On-Site Working: - Each day the workforce becomes more widely disbursed and mobile, increasing the need for remote project management tools and labour. Having the right technology, can make or break project schedules, budgets and overall success. Remote project management is not for every company, but it is increasing in popularity and demand. However keep this in balance, as a project manager needs to balance the virtual and on-site working

At Turlon & Associates (www.turlon.com) we help companies develop project management competencies to meet their business needs.

Free CAPM® / PMP® Study Plan

Our very successful CAPM® / PMP® Study Plan can be found here. This study calendar is for both the CAPM® and PMP® exam.

Turlon & Associates (www.turlon.com) next CAPM® / PMP® Preparation Course is being held in Dublin, Ireland on 29^th August to 1^st September 2016. Our course outline can be viewed here. You can register for the course here

Here are some further tips to prepare for the CAPM® or PMP® exam

• Start by consulting with a colleague or even searching for lesson learned on the exam. Prior to putting together your study plan, understand the pitfalls of others and the lessons you can take from this.
• In order to know what to include in your plan you must first learn what you have to study by understanding what will be on the exam. This is where a CAPM® / PMP® Preparation Course is invaluable.
• Our 3-week study plan is based on taking a course, if you are pursuing a self-study route extend the study plan to 6 / 8 weeks.
• You must know what works for you and what does not work for you. Do not listen to other but create your own path and direction for studying. You can determine what study techniques (reading, listening, or watching) is best suited for you.
• Create a study / sounding group. Try to create a group of similar minded colleagues (even some who may have taken the exam) for consultation and review. It is good to have people to share, critique and talk to as you study.
• Our study plan is based on ‘A Guide to the Project Management Body of Knowledge – Fifth Edition’ (PMBOK® Guide) chapters. This is good best practice and allows you to focus on all knowledge areas.
• Lastly and most importantly, taking practice exams is an absolute must. In our study plan, we advise to do this a week before the exam and focus on difficult questions and test the gap in your knowledge.

The best way to study is to thoroughly understand what is covered on the exam. And then create and follow a CAPM® / PMP® study plan.

 
The exams are based on PMBOK® Guide. First and foremost, read, study, and understand the guide as it is the foundation of how to prepare for the CAPM® / PMP® exams and illustrates the depth and breadth of the material covered. This point cannot be over emphasised, your personal project management experience and expertise are absolutely necessary to qualify for taking the exam and understanding how to perform project management activities. However, you should always tailor your experience to how it is represented in the PMBOK® Guide.