In a start-up, SME or large corporation, the question of project planning is a constant one. Who should be involved in the project? Who should manage it? Behind these questions lies the question of tools assignment. This is all the more true given the need to embrace digitalization and move beyond Excel spreadsheets to support corporate performance objectives.
Whether internal or external to the company, a project manager must take responsibility for pooling skills and ensuring strict compliance with the project planning and budget.
In some cases, it is preferable to call on an external expert for internal projects. Imagine a bank that needs to implement a new functionality for its customers. The required IT skills may not be available in-house, so it may be necessary to outsource the project management task to an external consultant.
The main pitfalls of project management are overspending and poor workload estimation. This has immediate consequences on deadlines, not to mention the stress it creates for the project team. To avoid this vicious circle, it is crucial to correctly estimate the workload and capacities of each team member. In other words, an employee who is already working 100% on other projects is probably not an ideal choice for your project.
In addition, to ensure that your project remains on track, remember to plan for the unexpected. In other words, give yourself a little less time than the official deadlines, to keep a few extra days or weeks if needed.
Misunderstandings can often arise, especially if working with employees who are not used to project settings. This can be due to a misunderstanding of the project objectives. Make sure that you have clearly defined the scope and purpose of the project team and that you have all the project details centralised. Team members should be able to access this information at any time to clear up any doubts. The end of the project or delivery day should also be anticipated.
If there is any misunderstanding, do not hesitate to collect questions from the team and answer them in detail. In addition to a project manager, having a contact person in each department or group can be a good solution.
To ensure you get the right people on the project team, make sure you use a scheduling tool that takes into account skills and availability. This way you automate your search and lay the right foundation for success. For this purpose, Napta has a lot of possibilities:
Here is another feature that you will find in Napta: the monitoring of the overall evolution of the project, in terms of budget, time and device. In other words, it allows you to manage changes in collaborators efficiently, to adjust the schedule, and of course to follow the teams in real time. In short: you eliminate some of the risks inherent in the unexpected.
Would you like to find out more? We've got plenty of resources to help you go further.
See also our guides, templates and checklists in the Resources tab.
See you soon at Napta!
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