Collaborative Minds Blog Plan.
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So you’ve decided that your organization has reached a point where a project management software is a necessity and is ready to invest the time, money, and effort to implement it. Planning doesn’t always equal reality, as the looming question of adoption is a normal hurdle for management to clear.

According to Pinnacle Enterprise Management Specialists, adoption is a real challenge in implementing project management solutions. Will the workforce use the tool dependably? How long will it take before they’re truly adept at operating the software? Will it end up unused and gathering dust after all the time and money invested in it?

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Project management is a continuous struggle for balance between time, cost and quality. It’s no wonder why project managers want to make things more efficient and effective as possible.

Some may think manually creating a project plan is easy, since it’s formulaic. But if you ask any project manager, that isn’t necessarily always the case. There are routine processes that can be done without much thinking, yes, and this is where the opportunity for more time savings actually lies, as a good number of project management tasks and activities are routine in nature.

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Overworked and confused employees eventually become unproductive, even resentful employees. To avoid overwhelming employees with too much workload and task conflicts, thereby destroying morale, workload management must be in order. This begins with proper resource allocation and identifying the issues that must be addressed to optimize resource and workload management.

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There are plenty of employees that, aside from being expected to deliver stellar results in their fields of expertise, are also given the task of managing projects. This frequently happens in marketing, PR, education, consulting, IT, professional services, and even the public sector. Unfortunately, not all field experts are trained project managers and are hence called accidental project managers.

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Implementing tools and software rollouts to improve business and IT processes is a risky move, both financially and organizationally. Such implementations, when not considered with diligence and meticulous care, frequently end up providing the opposite of what management initially expects.


Case in point is the recent IT implementation problem that caused Philippine fast food chain juggernaut Jollibee, McDonalds’ top competitor and with thriving branches in the USA and other countries, to halt operations in 72 stores in Metro Manila. This botched IT upgrade, a supposed 0.5-billion peso (around $11.37 million) project, resulted to lost sales of 6% for just the seven days of August, which, in Jollibee’s 2013 revenue terms, is equal to roughly 92 million pesos.


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When managing a project, it is normally expected that all processes and activities essential to the completion of a project are completed on time and within budget. It is, more often than not, the “on time” and “on budget” parts that identify success in project management.

The Project Management Institute (PMI) defines project management as “the application of knowledge, skills and techniques to execute projects effectively and efficiently.” To ensure this success and aptly consider yourself an effective project manager, should you manage and execute every little detail of the project management plan yourself?

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The more complex the process, the lesser the chances of achieving high-performing results, as individual efficiency is inversely proportional to process complexity. The reason for the increasingly growing complexity is simple: Businesses are becoming more and more dynamic, and operations such as helpdesk management, invoicing and customer relations are becoming less predictive, making it extremely challenging to foresee the next set of steps and efficiently model or create a process template. Traditional BPM (business process management) solutions are, at best, restrictive, and continuing to rely on them for constantly evolving process rules can be a risky business move.
Let us delve into some of the more critical business processes:

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There’s a whole host of reasons why businesses turn to cloud-based tools for their operational needs. Improved productivity, lower expenses, real-time team collaboration, resilience, ease of use and accessibility are among the more popular. It’s no surprise that project management in the cloud is becoming popular as well.

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People learn three ways – visual, auditory and kinesthetic. But by far, according to a Forbes article, “the most important part of our brains taking in new stimuli is visual.” Here’s one example that clearly illustrates this point: Between an infographic and a large block of text, the former is far easier to digest. This is also one of the reasons behind the use of visual tools in project management software, e.g., the project management Gantt chart.

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As an enterprise expands in scope, workload increases. Automation of repetitive work becomes mandatory, as a consequence. Because of the scalability and cost-effectiveness of cloud-based software solutions, among other things, to improve the efficacy of a company’s workflow, cloud implementation is one of the first considered options.


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