Projects often require the use of limited resources to complete tasks efficiently within a specific time. As the business expands, the number of projects gradually increases, but the resources will not increase significantly. As a result, there are many projects, long periods, and difficult delivery in project management. In order to improve the efficiency of project management, the introduction of project management tools is one of the more effective solutions.
In specific project management activities, we generally use team collaboration tools such as DingTalk and teambition, or professional project management software such as Yixun and ZenTao. Different organizations have different systems, cultures, business processes, and project characteristics. The needs of project management tools will be different, so the value of project management tools in different teams is different, and the same project management tool will be inconsistent in the evaluation of different teams.
Based on the communication with many project management workers, the author presents two typical "value perceptions" (mainly subjective feelings) about project management tools in the form of simple case analysis, combined with their work scenarios, and analyzes project management tools The value manifestation in different organizational teams.
1. Case presentation and analysis
Case 1: Do multiple projects need to introduce project management tools in parallel?
Manager Liu’s company is not large. The company makes a profit by selling software and services. As the project manager of a Party B company, it’s the norm for Manager Liu to be responsible for several projects at the same time. Manager Liu said frankly that the projects he was in charge of were almost unsuccessful. It was either that the customer suddenly proposed a change, or that the quality of the deliverables was not satisfactory, or that the resources and costs were overrun. He believes that the main reason for these problems is the lack of project management tools, because without the help of tools, he cannot obtain the progress of the project in time, nor can he monitor the status of the project at any time, and he is very insensitive to the situation of the project, leading to reaction and decision-making. It's too late.
Analysis: The current situation of Manager Liu is probably the most empathetic to the project managers. Multi-projects are being carried out at the same time, and under the influence of customers, leaders, and project members, they have strict requirements on the efficiency and quality of project management. In this case, project management requires managers to monitor the entire life cycle of the project and adjust project management strategies and methods in a timely manner. Without the help of tools, the project manager’s work will be very hard and will reduce the efficiency of project management. Increased the probability of errors, the team can consider introducing project management tools at this time.
Case 2: Project management tools are introduced, but the task still cannot be advanced
Manager Fang’s team has launched a professional project management software. The most intuitive feeling after the original is online is that the project management activities are more systematic and standardized than before. There are traces in all aspects of the project execution process, and the status of each project is monitored. , The progress tracking is clear at a glance, and the weekly and monthly reports are automatically generated... These all greatly improve work efficiency. But the most distressing thing for Manager Fang at the moment is that after the task was released and assigned to the specific project members, the members did not cooperate to complete the task according to the planned time, so that his initial request-schedule delays, delays in deliveries were still not obvious improve.
Analysis: The most basic function of project management tools is to monitor progress. If Manager Fang has introduced project management tools and still cannot solve this problem, it means that the delay in his project schedule is not caused by information lag. According to his description, I guess that the main cause of his trouble lies in some members. To promote the enthusiasm of project members and let them complete the project tasks with quality and quantity, there is no way to completely rely on tools. In the end, it depends on the company's system and the management level of the managers. Of course, if you want to solve it urgently, Manager Fang can report to the resource manager on the project management tool and request that the member be replaced directly, but this method treats the symptoms rather than the root cause. Without changing project members, the best solution is to strengthen communication, find the reasons for the non-cooperation of project members, establish a corresponding system, and conduct rewards and punishments for project members. These are no project management tools to replace. Project management tools can solidify systems, processes, and norms, and help companies improve management efficiency. However, it is the biggest misunderstanding of tools to expect tools to be used once and for all.
According to the above two typical cases, it is not difficult to find out whether to introduce project management tools and how to use project management tools correctly requires rational judgment based on the specific situation of the enterprise. Therefore, you need to do some research before planning to introduce project management tools. On the one hand, you must analyze your own project management status, and on the other hand, you must also have an understanding of the project management tools on the market.
2. Classification of common project management tools
According to the stage of project management maturity, project management tools also have different classifications. When there is no system concept of project management in the enterprise, communication and collaboration tools are sufficient; when the project management in the enterprise does not involve full life cycle management, task management Such tools are the most suitable; when project management involves corporate strategy, finance, etc., professional project management tools are needed.
①Communication and collaboration management: DingTalk, Enterprise WeChat
For some companies, their daily work may be based on the project, but the whole process management of the project is not involved. The main focus is on the progress of a single project and team communication. Such enterprises can meet their needs by introducing some instant messaging tools with functions such as schedule management and task calendars, such as Dingding and WeChat.
Take Dingding as an example. Dingding’s team collaboration communication is similar to WeChat and QQ. It is a real-time chat communication. However, Dingding has added functions such as “read” and “DING” to the chat to remind work tasks. More effective; at the same time, Dingding’s "Calendar" can create schedules, and "To Do" can release tasks, which is suitable for publishing and tracking fragmented work tasks, as shown in Dingding’s to-do list:
The above two cases involve multi-project management and project lifecycle management, and the quality review of deliverables involves the approval business process. At this time, communication management tools can only be used as an aid for team communication and task reminders , The resource management and cost management required in case 1, the progress tracking and deliverable management mentioned in case 2, and communication management tools cannot be realized.
②Task management: teambition, worktile
Many companies have the concept of project management, but they do not involve the full life cycle management of the project and corporate strategy. They pay more attention to the formulation of project plans and follow-up of their progress. Such companies can choose task management tools such as teambition and worktile. . This type of tool also attaches great importance to the team’s instant communication and collaboration as DingTalk, but compared to DingTalk, the task management tool’s project plan will be more professional and systematic, usually with WBS, Gantt chart, Kanban and other charts to assist. .
Take teambition as an example. Teambition has a task board, which can create new project tasks, assign the corresponding responsible person, and drag the board to update the task status and grasp the task progress in time, as shown in the figure:
Teambition puts more emphasis on teamwork and task management. Therefore, in a project, the role of monitoring and management is not obvious, and there is no obvious organizational structure. The threshold for use is often low and it is easier to promote within the team.
③Professional project management software: Easy Trend
Professional project management tools are the management of the entire project life cycle, involving the entire business process management of the project, and even focus on the corporate strategic level. If an enterprise needs to manage multiple projects or project sets or project portfolios, and requires process management in all aspects of the project, it can consider introducing professional project management tools. Professional project management tools generally pay less attention to real-time communication, but they involve cross-departmental collaboration and resource allocation, as well as a sound supervision and management mechanism. It is necessary to be cautious when introducing professional project management tools. Such tools are generally expensive and require companies to have a professional project management system and talents with professional project management theoretical knowledge to "play" with professional tools, just like A good car needs people with driving skills to drive, otherwise the car will not be able to drive no matter how good it is. Therefore, before introducing professional project management tools, companies must conduct internal demand research in advance, and need to establish a corresponding project management system and system to ensure that the tools can be promoted smoothly after the introduction of the tools, instead of placing all their hopes on the tools , To avoid the situation of case two.
Take Etrend as an example, in terms of single project management, Etrend supports WBS, Gantt chart and other views, and the progress and tasks of the project are clear at a glance; in the face of multi-project management, Etrend’s combined monitoring can overview all projects and give feedback at any time The progress and risks of the project are highly matched to the needs of Case 1. The following figure is the combined monitoring view of E-Trend:
The progress management + deliverables management mentioned in Case 2 can be realized through milestone plan + project breakdown plan. The project breakdown plan shows the progress of specific tasks through WBS or Gantt chart; the milestone plan sets milestones in important stages of the project , Carry out project review and deliverable inspection, as shown in the milestone plan:
Three, summary
1. Project management tools are not omnipotent, but appropriate project management tools can help improve the level and efficiency of enterprise project management activities;
2. Project management tools cannot be introduced blindly. You must have an objective understanding of the project management maturity of the enterprise, and also have an understanding of the project management tools on the market. Enterprises belong to different stages of development, and the project management tools required are different ；
3. Tools are always auxiliary, serve the mind, and are the means to put the management ideas of the enterprise into practice. To do a good job in project management, managers need to strengthen learning and improve their leadership and management level.