Are you grappling with a stubborn project management work issue? Ask Elizabeth! Email your question to: firstname.lastname@example.org. Anonymity included.
Dear Elizabeth: I’m currently a technical project contributor, but I would like to be a project manager. In my experience, technical leads don’t always have the people skills necessary to manage teams and processes. What soft skills do I need to develop in order to be successful as a project manager? —Climbing the Career Ladder
Dear Climbing: First, congratulations on having clear career goals and knowing where you want to go. Being a project manager is a fantastic career move, if I do say so myself!
I think it’s also great that you are aware that people skills are important. Working on your interpersonal skills, and being aware of what’s needed to succeed as a project manager, will give you a huge advantage when it comes to being interviewed for the job.
So, what sort of skills should you be developing? Here are my top three.
Skill #1: Asking people to do things without being rude, especially when they don’t work for you.
You most likely will work in a matrix environment where the team members on the project have a line manager somewhere else in the business. They won’t work directly for you. Therefore, asking them to do anything is an exercise in tact and negotiation. It’s likely they also have day jobs to keep up with and other project managers asking for their time. Learn how to delegate work and get commitment to deliver tasks without being seen as domineering.
Skill #2: Noticing when people are struggling and stepping in to offer just the right amount of help.
No one likes to be micromanaged, but the alternative can be letting your team members get on with their work only to find out they weren’t actually doing anything after all. There is a fine balance between asking for updates to the point of annoying your team and leaving them to their own devices.
Work on finding the sweet spot between those two extremes. I recommend using weekly check-ins to ask the probing questions about progress and step in to keep things moving if you need to.
Being able to uncover and understand why progress isn’t happening is also important. It could be that the individual needs training, confidence, more time, less stress, or something else. It will be your job to identify those issues and support the team. You’ll need to know them well enough as individuals to be able to do that.
Skill #3: Being able to say the things no one else wants to say to protect the project and the team.
A huge part of being a project manager is communication skills. You need the confidence and communication skills to to speak up when it’s necessary. The sponsor wants a ridiculous change? It’s your job to explain why you think it’s ridiculous, but she can have it if she wants and the implications would be X, Y, and Z. The head of department wants everything delivered by Friday? When your team just spent a month working overtime to hit the next milestone, you know you’ll have mutiny if you push them harder. You’ll have to explain why that isn’t possible with the current resources.
You may need to have some tough discussions with your team too. It’s easy to talk about hitting milestones, delivering benefits, and creating awesome stuff. The hard part comes when you make mistakes and have to own up to them, when you need to say no to people, and when you have to challenge decisions and report failures.
You need to protect your team from the office politics that all this brings, so being able to handle conflict, stay unruffled, and yet still celebrate success all contribute to the interpersonal skills you’ll need to succeed as a PM.
As a consultant, I frequently work with companies that lack a unified business process and struggle to deliver their projects on time. Even though I hear the same story time and again, I’m surprised by how so many organizations function in a state of constant chaos. It doesn’t have to be this way!
With just 6 steps, you can go from missed deadlines and isolated teams to a shared process and on-time delivery. Before I go into detail on these steps, it’s important to understand how companies get to a chaotic existence in the first place and when it might be time to re-evaluate your own business processes.
A Familiar Story
I was recently consulting with a large made to order (MTO) manufacturing company that wanted to implement a software solution to improve throughput and on-time performance. At first, it seemed odd to me that the solution got more push back from floor supervisors than the management. It turned out that the floor supervisors didn’t understand how their disparate processes were negatively impacting the business or how this new system would benefit them– what motivation did they have to change?
To get a sense for how each group was running their projects, I conducted a survey of the different spreadsheet programs that were being used. Most floor managers were using Excel to manage their projects and more than a few had become Visual Basic experts, proud of their current methods. I ended the survey early, since it was clear that each group was using an isolated solution and process that was completely independent of other areas of the business.
This created a massive problem for managers and executives–they had zero visibility! There was no central source of truth to see how project plans and workload interacted across the organization. It also created problems for the floor supervisors who were using siloed spreadsheets. Since different teams occasionally shared resources, decisions made by one team could have damaging consequences on another, leading to finger pointing and blame as opposed to communication and collaboration. Managers had to rely on emails, phone calls, or walking out to the floor to understand an order’s status.
My client needed more than just a process overhaul–they also needed to implement dynamic project management software that worked across the entire organization.
A Process to Drive Positive Change
Over the years, I’ve found that the problems that exist in MTO environments mirror those in all other project management applications. According to a Gallup Business Journal article:
39% of projects fail due to lack of planning, resources, and activities.
57% of projects fail due to a breakdown in communications.
To overcome these two failures, I established a business process called Dependency, Variation and Analysis (DVA) that surrounds a dynamic project management software solution like LiquidPlanner. The DVA process has 6 components:
A focused objective, such as “Delivering projects on time.”
Clear metrics, such as “95% on time performance.”
An agreed upon network with clearly defined tasks and resources.
Captured variation in the form of best-case to worst-case task estimates.
Establishing a completion date using “What If” analysis.
A method of routine collaboration and communication.
Here’s how you can use DVA to improve your business processes and hit your deadlines.
1. Create a Focused Objective
One way to resolve conflict is make sure everyone knows why they are doing this work. It’s a simple one-sentence line, like deliver engineer-to-order projects to customers at our promise dates 95% of the time.
2. Identify Clear Metrics
The saying, “tell me how you will measure me and I will tell you how I will react” should drive your business process to make the metrics clear. Ideally, there should only be one or two metrics to focus on. Too many metrics can cause conflict because teams often sacrifice one to improve another. For project management, they are typically based on delivering projects on time and under budget.
3. Plan the Network
The floor supervisors in my example ignored the impact that their decisions had on other groups. They started working on tasks before a dependency was complete to keep their teams busy and looking efficient. If a change notice was issued, the task that shouldn’t have been started had to be re-done, causing confusion, extra expenditures, and lost time. This also often generated a fair amount of finger pointing between the groups.
Network creation begins with the project team coming to a half-day meeting. Every person gets a package of sticky notes, a marker, and the assignment of writing down the tasks they think need to be included in the network. These notes are then placed on a wall, and duplicate tasks and those that don’t support the objective are removed. The order of tasks is established from left to right, and any dependencies are captured.
If the project team is not all in the same geographic location, however, this step becomes a little more complicated. This is where LiquidPlanner’s works well. Cards with task names can be added by team members in different locations. The duplicate tasks can be moved to their own column or deleted. Then, planned tasks are assigned resources and dependencies. Many tasks compete for time on the same constrained resource, so creating a schedule in priority order is important when managing a constraint.
4. Capture Variation
Capturing variation in tasks is the next order of business. The only way to do this is to estimate using a range. LiquidPlanner is the only project management solution I have found that allows teams to plan with best-case to worst-case ranged estimation and includes the variation as part of its schedule calculations. Because the people who are actually doing the work are the ones adding the estimates, the plan is much more realistic.
It’s important to realize that the worst-case estimate can have the biggest impact on the duration of the project, so we ask for team members to be a bit paranoid, but not “crazy paranoid,” in estimating their tasks.
5. Establish a Completion Date using “What If” Planning
The first predicted completion date is generated using LiquidPlanner and includes dates for the entire portfolio. If the finish date doesn’t meet our requirements, the team goes through a “What If” analysis to determine if changing assignments, priorities, or adding help improves the lead time. This “What If” process only happens once during a routine meeting (we’ll get to these meetings in the next step). By the end of the meeting, we have a solid plan in place that all stakeholders agree on.
6. Schedule Routine Communication
Once the network in place, a process must be established to keep projects on pace with their deadlines. This is accomplished with a daily 15-minute meeting focused only on projects that are in the red and strategies to get them back in line. The results of the meeting are recorded as a comment in LiquidPlanner. Team members that can’t attend the meeting update their estimates and leave comments as well. Having all team communication in one place increases clarity and eliminates the need for managers to chase people down in pursuit of answers.
Change is always hard, but it is necessary to get the results you want. My clients that implement the DVA process along with a dynamic software solution like LiquidPlanner see on-time performance reach or exceed 95%. They also notice a significant emotional shift across the team as chaos, conflict, and confusion are replaced with focus, clarity, and teamwork. Of course, increased profitability doesn’t hurt either!
If you would like to learn more about the DVA process and how I can help your organization establish a unified process, visit www.kohls-consulting.com.
Kevin Kohls has been using the Theory of Constraints in business for almost 30 years. He developed GM’s Throughput Improvement Process (TIP), and is a past winner of both the Franz Edelman Operations Research award and the Boss Kettering Award for Innovation. He is current writing “Addicted to Hopium”, describing how to set up and run profitable improvement processes.
Curious to see how other teams use LiquidPlanner? Our friends at Cognex showed us how LiquidPlanner helps them innovate and stay ahead of the curve.
Cognex is in the business of industrial machine vision. They are the world’s leading provider of vision systems, vision software, vision sensors, and industrial ID readers used in manufacturing automation. Cognex has been around for over thirty years and they continue to find ways to improve and expand into new markets.
One of Cognex’s slogans is ‘move fast,’ which is a reminder to be flexible and understand that change happens. With that mantra in mind, they searched for a tool that allowed them to properly capture and represent the frequency of change in the world. LiquidPlanner immediately stood out to the team because they could use ranged estimates to represent and quantify uncertainty—this was the missing piece that finally allowed them to create a reliable project plan.
In the video below, you’ll see how the team at Cognex uses LiquidPlanner to understand project status, adapt to change, and make data driven decisions.
At LiquidPlanner, we love hearing how teams are benefiting from our project management solution. Recently, we came across an article written by Chris Clegg, President of PortMA, about how his team of remote workers stays organized when there are a ton of complex projects running at the same time.
PortMA, or Portland Marketing Analytics, is a market research firm that specializes in the measurement and analysis of event marketing return-on-investment and advertising communication. In this work, they service a number of marketing and advertising agencies in the U.S. with design, data collection, analysis, and reporting services, doing anywhere from 50 to 70 projects per year in a wide range of industries.
After reading Chris’ article, we reached out to find out more! We asked Chris how he found LiquidPlanner and how LiquidPlanner has helped his team.
What prompted your search for a new project management solution?
“We outgrew Basecamp. As that platform advanced, it moved away from what we needed. At the core, we needed templates, task dependencies, resource planning, and risk management tools. LiquidPlanner fit the bill on all fronts and has shown us a number of additional features we didn’t know we needed. We’re a better, stronger business because of what LiquidPlanner allows us to do.”
How does LiquidPlanner help your team?
“We work entirely from within LiquidPlanner. All of our internal and external project work is spec’d out in detail with time estimates, assignments, and work orders within the LiquidPlanner system. And then our daily time tracking is submitted against LiquidPlanner tasks to help us monitor our progress against contract deliverable items in real-time. Research Managers and supporting staff are updating their projects and related tasks on a daily basis to keep things moving smoothly. At any given time, we might have 15 to 25 contracts running simultaneously, each with dozens of weekly task items. Without LiquidPlanner we’d be so lost in the weeds, we’d never get anything done. The flat resource planning model and how it defines deadline risks allows us to deal with reality and not bury staff under unreasonable deadlines.
Finally, I’d mention that the template function really serves as our playbook. We’ve built out detailed project templates with descriptions on what each task is, how it’s done, and why. We’ve then added extensive checklist items to define the specifics of what is expected on a given task. This services as our documented corporate processes that allows for work to be quickly handed off from one person to another seamlessly without cutting corners.”
How do you know when it’s time to consider a new tool or process for your business? In the case of project management, here’s a way to find out! Take ourProject Management Health Check,a 9-question multiple-choice assessment of your project management process.
If you’ve worked for an organization of any size delivering software projects, you’ll eventually be asked to follow a methodology. In small organizations, it could be a common set of steps that are “light and nimble.” As the organization grows, more steps are added, additional teams are consulted and before long—you’re got a full-fledged methodology to manage.
Methodology is a tool, not a torture device designed to inhibit project teams. Methodology provides guidance across an IT organization in order to successfully deliver projects. As much as project managers like to control all decision-making in a project, there are times when IT project managers need to engage other IT teams like Architecture or IT Security. A few examples include:
Launching a new website
Working with systems that contain confidential or personally identifiable data
Ascertaining whether or not the server can handle all the traffic
In the following examples, team leaders probably should check with IT Security, Architecture and the Infrastructure teams while moving through a project. If you’re new to the organization, a standard methodology helps guide you on how to engage these teams to get the information you need, and give them a heads up about what’s going on that affects other departments.
When Teams Resist a Methodology
Here’s an example that might sound familiar: A project management office (PMO) or senior leader publishes standard steps, establishes checkpoints (tollgates) and project audits to ensure teams are compliant with the process. At the same time, various project teams squirm to explain why their project is different and how the methodology doesn’t fit. Agile project teams start waving the “Hey we’re Agile” flag and want the team to decide on the right processes and tools for the project, instead of a third party organization making process decisions.
Successful organizations will scale the methodology based on the complexity of the project. Methodology teams produce methodology frameworks to ensure teams follow a consistent process that integrates all IT and business stakeholders. However, projects differ in scope and complexity so the methodology should adjust accordingly.
The best way to align the methodology with the delivery team is to tailor the methodology to fit the project. Much like tailoring a suit, the process leadership and project teams work together to apply the processes that best fit the project.
Below are six steps your teams can take to successfully scale your methodology:
Step 1: Define the Methodology
If the organization is well defined, there should be a published methodology with all the processes, activities and templates needed in order to deliver a project. Some organizations publish a loosely structured framework and others have perspective steps based on the type of software project—Waterfall, Agile, a combination; Software As a Service (SaaS) or Commercial Off The Shelf (COTS) packages.
Step 2: Identify mandatory and optional components
Review each process step, deliverable and template. The methodology will outline optional steps and the ones that are mandatory. With an increased focus on security and cloud-hosting, security scans and infrastructure assessments should be mandatory.
Step 3: Develop a tailoring process
When project teams implement projects, they want to know which processes are required and how to adjust the methodology to fit the project. Developing and communicating a tailoring process will help your team understand how to scale the methodology. Below is a generic tailoring process that includes the project manager, the PMO and any shared service team like security, architecture and infrastructure. If your organization doesn’t have a formal PMO, I’m sure there is someone overlooking overall quality and ensuring common processes are being followed.
Step 4: Tailor the Project
By reviewing the processes and deliverables upfront required to deliver the project, everyone has a common understanding of expectations. If a process step doesn’t make sense, remove it but at least get agreement from the key stakeholders in the IT organization.
If you’re deploying a new Internet facing website, you’re better off making the security scan or IT security review mandatory versus optional. However, if you’re delivering a second release of an existing software application, the project charter is likely optional.
Step 5: Execute and Adjust
Based on the tailoring document, the project will create the appropriate deliverables. During project execution, if a step no longer applies or if a step needs to be added, simply adjust the tailoring decision document and review with the process owners. In formal gate reviews, the tailoring decision document confirms that the correct processes are being applied, so it’s important to keep that document updated.
Step 6: At the end of the project, review and refine the methodology
It’s important that the project team provides feedback on the process; regular feedback helps improve the methodology over time. No one wants to be accused of “sitting in an ivory tower” and dictating process without understanding the impact. For example, the project team might find redundant processes or identify improvements to project templates. Over time, similar types of project tailoring will emerge and the organization can publish these tailoring decision documents as scaled versions of the methodology. Your organization will find the methodology will scale for outsourced IT projects, infrastructure projects, COTS implementations, business process outsourcing, Agile and traditional waterfall projects.
Methodology is a tool
Remember, methodology is a tool to help align all the IT teams and their respective processes. One tool isn’t a fit for every project so adjustments need to be made to ensure project teams are delivering in the right direction. Security, architecture, IT compliance and infrastructure teams all want projects to succeed and they define processes to ensure success.
The PMO or a senior IT leader’s job is to help standardize and communicate these processes as projects execute. Project teams can still be reluctant to follow a singular prescribed process. The best way to scale your project for success is to scale your methodology to fit the project and then agree to all decisions up front. Remember: establishing a methodology, especially one that can flex to the changing needs of teams, is a tool to help teams deliver excellence.
Are you grappling with a stubborn project management work issue? Ask Elizabeth! Email your question to: email@example.com. Anonymity included.
Dear Elizabeth: Process or tool—which comes first? Our executive team disagrees about this every time we evaluate our project and work processes and start to consider software tools—current and new ones. I fall on the side that process comes first, then you use the right tool to support it. Others argue that you get the right tool and processes fall into place. What are your thoughts? – Process Fan
Dear Process Fan: Which came first, the chicken or the egg? I think in this case that you’re both right. Or wrong. Whichever way you want to look at it.
Tools are often built around industry-standard best practices. Adopting your work processes to align with the way the tool works can add efficiencies. However, every business has its unique quirks and you might find that there’s a particularly critical process for you that isn’t an out-of-the-box feature.
If you were starting from scratch, I’d say that a tool can really help you set up your business for success, as the built-in processes will kick start your own project management approach.
Since you’re not starting from scratch, I would say that an iterative, evolving approach is the best. Accept that your business process may have to change to suit your tool, but where your processes are “better” than what your tool provides (whatever “better” means for you) then you may have to customize the solution to make it work smoothly.
Your challenge now becomes being able to help your executive team move beyond the processes/tools discussion and towards one that revolves around outcomes and business value. When you focus on your end goal – something that you do have in common! – you’re more likely to have productive conversations about how to get there.
Look for a tool that is going to grow with you as your needs change over time. You’re going to have to tweak both your processes and the way you use your software to get the best performance for your team.
Dear Elizabeth: Budgets are getting cut at my current job, and I’d like to stay around! I work as a senior-level project manager in an IT organization. Do you have any advice or wise tips on actions I can take to make myself more valuable to my team? – Love My Job
Dear Love My Job: If budgets are being cut now it might be too late. But let’s plan for the best-case scenario and talk about what you can do to quickly show yourself as a really valuable member of the team.
First, make sure you are solid at the basics. Follow through on actions. Deliver on your promises. Be the safe pair of hands. If you have outstanding tasks, or people are waiting on you for things, smash through your list.
Second, cultivate a positive attitude. No whining, gossiping or moaning. Be a ray of sunshine for your office without being fake about it. People like to work with positive people.
Next, be assertive with your helpfulness. Be helpful and serve your colleagues, but without being a pushover. It’s great to show willingness; just don’t end up being the office doormat. Don’t worry that saying no sometimes will disadvantage you when it comes to the selection process. As long as you do it politely and with reason, it’s a show of assertiveness.
Finally, if you don’t do it already, think big picture. As a senior-level project manager, you should be always acutely aware of the business context of your projects and actions. Working in IT can get a bit siloed at times, so think about how your objectives fit in to those of the business overall. And then, make sure people know you are thinking. Find ways to demonstrate that you know how your piece of the business links to others and how your work adds value to the company.
We’ve been reading and writing about the Fourth Industrial Revolution—or Industry 4.0. Radical technological advancements combined with manufacturing are taking us into an exciting future: robotics, automation, 3-D printers. As a result, productivity is predicted to be on an upswing, even though manual resources aren’t keeping up. This translates, for some teams, into doing more with less.
Whatever your current situation, productivity is the pot of gold at the end of the rainbow. Everyone’s trying to produce a lot of meaningful work. As a consequence, project management tools are going to have to reinvent themselves to keep up with the speed of doing business. Using static spreadsheets and other platforms that require manual updates aren’t supportive enough or agile enough to keep teams competitive and ahead of the curve. Instead, you need a new world tool to support the new industrial revolution.
What does an Industry 4.0 project management tool look like?
Flexible and nimble
Smart software moves with the unpredictability inherent to manufacturing projects—and moves work forward.
Schedules automatically update
No more time-consuming manual updates. The new world demands software that keeps up with every project change along the way.
All team members and teams have an unprecedented ease of communication and project tracking to see the small and big picture at all times.
Every touchpoint of progress creates a rich vault of project data used to make important decisions—even on the fly.
Supports more innovation, less administration Smart software trades in the time-consuming job of wrestling project schedules for strategic thinking and using skillsets in meaningful ways.
Lets you track progress and allocate resources in real time
Software of the future integrates availability into schedules—to show managers who’s working on what and make the needed adjustments
Getting the project data you need to understand the health of your business is now faster and easier than ever before. Our February update makes it possible to pull powerful Analytics reports from LiquidPlanner using the API — fellow data geeks rejoice!
Make the most out of your project data
The LiquidPlanner API lets you sync data, automate actions, and integrate with other systems to connect LiquidPlanner to all parts of your business. The key to accessing Analytics data through the API is a handy link you can now find for any Analytics report.
With this link, you or a developer on your team can use the report’s JSON file to connect LiquidPlanner Analytics reports to business intelligence tools or external reports that you’ve built in Excel or Google Sheets. This automates cross-functional reporting and is especially useful for parts of the organization that may not be directly involved with project management, but need the bottom-line numbers, like your finance department.
Once you’ve configured your reporting tool to use the API, all you need to do is sync the data. All of your real-time project information will automatically be fetched and applied to your charts, pivot tables, or any other data visualization you’ve built.
Increase your business intelligence
The LiquidPlanner API opens the door to a multitude of reporting possibilities. Here are just a few of the ways you can use the API to build and automate your business reports:
You can save the JSON file for an Analytics report and pull it into a BI tool, like Tableau. Depending on the tool you’re using, this is usually a simple process.
To get an idea of overall business performance over a timeframe, like month over month, you can use the reporting tool of your choice to pull LiquidPlanner data for a specific date range and compare the data across time.
Automatically sync billing and pay rate calculations with your accounting software to make your finance team’s life a lot easier.
Project work is exciting and challenging, and brings teams together to create amazing products and technology. But if your stress level is chronically up a few extra notches and you feel like your excellent team is scrambling to do mediocre work, that could be a sign that something’s amiss with your project management software. The good news is: it’s fixable! But before fixing things, here’s a list of signs that your PM tool isn’t working:
The project schedule is rarely up to date, and nobody trusts it.
When it is solely the project managers job to update project progress and communicate changes and updates to the team, it’s never truly up to date. When project contributors do not have real time updates or constant access to the project plan, it is hard for them to have confidence in what they are working on.
Your team is in a constant state of chaos.
You and your team are stressed because priorities are changing and no one is working on the same project. When someone is asked what their priorities are, they shrug, scream or implode—their checklists won’t cut it and they feel like they are letting their team, manager and company down!
A PM tool helps organize and prioritize work, and allocate resources according to availability, change requests and shifting finish dates. The team can take a breath and even carve out time to think about what they’re doing, plan and strategize—instead of panting away in a state of overwhelm.
You don’t know what your team is working on.
As a manager or project manager it’s stressful to never quite know what your team is working on—or to stumble when your boss or client asks for an impromptu status update at lunch or in the hallway. An effective leader doesn’t micro manage (emailing, calling throughout the day), but how do you stay on top of work when things are changing so fast? A collaborative project management platform lets team members participate in the project’s lifecycle—and managers have visibility and access to see what’s going on, all the time.
Priorities are unclear. Or everything is a #1 priority. A team member can spend hours or days working on a project without knowing that it was either tabled, cancelled or there’s another task that has taken precedent. If you’re using static checklists, they might be great for weekend errands, they aren’t something you can depend on for insight into the changes that are inherent in projects. And what about multiple high priority tasks staring you down? A project management tool that aligns teams and gets the right work done—and on time!—is one that surfaces priorities and the most important work of the day.
Your resources are over-booked.
Doing more with less has been a sign of the times—whether you’re working on manufacturing or technology projects. When your team is overbooked and overworked that’s a sure sign that your project management tool isn’t working—or you don’t have a reliable process. A good PM platform helps you allocate resources across projects by showing you who has capacity, who’s overbooked, and how much work is distributed among individuals.
Your lack of time tracking is having a negative impact on your business.
If there’s not an easy way for team members to track time and log progress, a lot of things can go wrong. For example, without accurate data for client work, your guestimates could be off, which might result in disagreements, and in some cases, having to pay your clients money for work they feel you overcharged but under-delivered on. Also, time tracking numbers provides rich project data and analytics—used to create goals, ask for more resources and future forecast project work.
Your relationship with stakeholders and clients is strained.
You do great work but your clients and stakeholders don’t love working with you for a variety of reasons. They never have a clear sense of what’s going on, and you have a tendency to surprise them with news of a schedule change or a request for more budget to complete the project. All this could damage your company’s credibility and business, and it’s not because you aren’t capable or a fun person to work with. But if you’re unreliable, that could be the end game. What all clients and stakeholders want is honest, clear visibility into projects and their progress. Better yet is a plan they can access to feel part of the process.
“Adapt or perish,” said H.G. Wells, the father of science fiction. Some of us know all too well how right-on this quote is to succeeding in business these days—especially when it comes to staying competitive in what’s being called the Fourth Industrial Revolution.
It’s an exciting time and a challenging time. Advanced technology, like in the previous industrial revolutions, is increasing the speed of manufacturing and doing business. This means that organizations and their product teams need to use software that supports faster turnover and accomplishes more with fewer resources.
Beware the trap of using yesterday’s tools
Being flexible is going to be the key to managing productivity and to business success in Industry 4.0. Most importantly, teams will need new world tools to manage new world demands. In a recent LiquidPlanner survey of more than 100 manufacturers across the U.S., 62 percent of respondents said they were looking to build revenue and cut costs over the next year by “boosting productivity.” At the same time, almost 80 percent of respondents said they use spreadsheets to manage their projects. But. But—
How do you do increase productivity in a new world when using old world tools? Consider this: Gantt charts were first developed in the 1910s, a tool that uses rigid start and finish dates, which don’t reflect changes in real time. The first spread sheet was invented in 1979—and spread sheets still require manual updating. Consequently, they are famously neglected and out of date.
Signs you’re using the wrong project management tool for Industry 4.0
Interdependent teams work at cross-purposes because they have no way to stay on top of each other’s progress.
Projects and deliveries are often late.
Your supply chain is over-extended and chaotic.
A chronic state of panic runs through your projects.
Customers are dissatisfied. You’ve even lost a few over the years. Some are hanging by a thread.
Employees are leaving. Team members are overworked and burnt out.
Competitors are beating you to market. You risk becoming irrelevant.
Being flexible and using a platform that can respond to change and predict finish dates is going to be key to managing productivity and business success.