Before considering which management software is right for a particular type of business or project, the needs of the projects should be evaluated. What project management needs, then, would be common between projects? Using the PMBOK, the most important aspects of the project to manage would be the triple/quadruple constraints: scope, time, cost and quality (“Project Management”, n.d.). Both Project Managers and employees will need to know what tasks need to be done and when they need to be done by, as well as how much the project will cost to complete at the level of quality the client expects. Tracking the tasks, and their completion, as well as recording time on each task would help a business evaluate efficiency, create more accurate estimates for future projects and create accurate invoicing for customers. With a large company, project management must do more. The software must be a means of communicating not only deadlines and tasks, but associate each task with who is responsible, coordinating constraining tasks and overlapping timetables. A valuable software tool should help the entire project team focus on the end goals of the project to keep their individual tasks in perspective. The software should also operate as a health meter for the project, indicating if employees are completing tasks on time and how well team members are working together.

Project.net is a web-based, open source software solution for project management that is full of features (Lavine, 2010, Performance and Features section, para.1). It comes with several dashboards – personal, project and organization, depending on what level of access an employee has. The personal dashboard shows basic information for multiple projects assigned to an employee. The project dashboard, accessible by all team members , outlines the basic information for all elements related to that project (“Easy to Use”, n.d.). Granting all team members access to the project information would help keep the team on track, well informed and coordinated. For a video on the dashboard, visit http://www.project.net/flash_tour/dashboard. Project.net uses a blog and wiki to further communication between team members. Blog postings can be made on specific tasks, keeping record of all past blogs. Team members can go back and read all posts connected to a specific task, making information sharing easy. The blog connects directly to a time tracking module making reporting on individual tasks easy (“Unified Project”, n.d.). For a video on the blog, visit http://www.project.net/flash_tour/blog. Not only does Project.net handle file sharing, it also allows templates to be set up for documents and projects. Standardized company forms provide consistency. With project templates, a company that does similar projects repeatedly does not have to set up each project from the beginning. Each type of project could be set up with a template, allowing faster project initiation in the software. Project.net also handles some aspects of human resources, allowing project managers to view employee progress on individual tasks, projects or across multiple projects. The software also generates time sheets, and other reports, based on information team members enter.

Using an inclusive software package, such as Project.net, has many advantages to managing most core knowledge areas. Scope is easy to monitor through the use of the organization dashboard. Not only can you monitor individual projects, but the whole business, grouped into categories by department, division and other groupings (“Project Portfolio”,n.d.). This would help executives measure the value and health of projects as they relate to the business as a whole without having to view individual tasks (but also having the option of viewing the individual tasks). Time management is easy to track, as team members can record time spent on specific tasks while logging about the task. The information carries through right to payroll and accounting (“Easily Keep Track”, n.d.). Quality can be measured through blog entries. Managers can not only read about how tasks are being finished, but can also monitor who is reading the posts (“Unified Project,”, n.d.). This tool can help focus the team on the project goals, while monitoring the quality of work being produced. Unfortunately, Project.net does not manage cost beyond time spent on tasks by employees. While this may be one of the largest expenses to the client, Project.net does not take into consideration any other costs such as materials, travel expenses or the like. Project.net also assists with managing only one of the Facilitating Knowledge Areas – communication. As mentioned before, the use of the blog facilitates effective communication. Employees can comment on any task in the project, and read all posts related to all tasks of any given project they are assigned to. As well, each project has an associated wiki to share ideas, foster collaboration and track the project history (“Project-Based Wikis”, n.d.). There are no features to manage risks or human resources. While Project.net can be used with methodologies such as the PMBOK, it uses “…Project Lifecycle Methodology, which includes planning and scheduling for Lifecycles (projects), Phases (project stages), Gates (milestones), and Deliverables (completed tasks or document elements)” (Nelson, 2002).

Project.net is full of features, but has a learning curve. Employees at all levels will need education in how to use and navigate the software, but will become proficient the more it is used (Levine, 2010, Ease of Use section, para. 1). While some of the navigation is intuitive, some features may require searching as the main navigation has a sub-menu. The page navigation and menu system varies depending on the level of access of each employee. Each page from the sub-menu has its own menus to navigate through. Because Project.net manages multiple projects at once, each project has it’s own dashboard and set of menus. The shear volume of choice and information would make the software a challenge to navigate until familiar with the interface and until it is adapted into the work flow. Further, while Project.net can run as a web application, it may be more stable to have a local installation. The installation process is not as straightforward as other programs (King, 2010; Levine, 2002, Installation and Setup section, para.1).

Project.net is an excellent tool for managing projects. As an open source program, the price is attractive for both small and large businesses. While it does not cover all aspects of Project Management, it is very comprehensive, making it useful for all kinds of projects. Because of the plethora of features and options, it is best suited for companies needing to manage multiple projects with many staff or with projects requiring detailed tracking and analysis. Companies currently using Project.net include: Condordia University, Scantron Corporation, The City of San Fransisco, Pennsylvania State University, and many more large organizations/corporations (“Customers”, n,d,). For the independent freelancer, or start-up company with only two or three employees, Project.net would be a useful tool, but over-powerful, possibly taking more time to use than it would benefit. In a small office environment, where team members can meet in person, or transfer information verbally, a blog and wiki may not be needed. Overall, Project.net is an excellent choice over other Project Management software because of its many features, focusing on the collaboration through social media technology to keep team members informed. While it may require time to reach its full usefulness while employees learn to use the software, once familiar with its use, employees are more likely to use the software because of the integration of features like the blog and time sheets.

For a video overview of Project.net features, please visit http://www.project.net/flash_tour.

References

Customers. (n.d.). Retrieved from http://www.project.net/customers.

Easily keep track of your time. (n.d). Retrieved from: http://www.project.net/time_entries

Easy-to-use personal dashboards. (n.d.). Retrieved from: http://www.project.net/personal_dashboard

King, Nelson. (2002). Handle Projects with the Web’s Help. In Editor’s Choice (Project.net.). Retrieved from:

http://www.pcmag.com/article2/0,2817,543677,00.asp.

Levine, Ronda, Ed. Marlene Gundlach.(2010). A Review of Project.net. Retrieved from: .http://www.brighthub.com/office/project-
management/reviews/30847.aspx

Project-based wikis. (n.d.). Retrieved from: http://project.net/wikis

Project management. (n.d.). Retrieved from the Wiki: http://e.wikibooks.org/wiki/Project_Management

Project Portfolio Management at Your Fingertips. (n.d.). Retrieved from:http://www.project.ent/organization_dashboard.

Unified project management blogging tool. (n.d.). Retrieved from: http://project.net/blog

The first step to managing customer expectations is to clearly communicate with the customer. Customers should understand what the triple constraints are (cost, scope, schedule and quality) to understand how changes to one affect the entire project. Once the customer understands the constraints, Fitchner suggests writing down all the basic project assumptions into a proposal for the customer to see; this would include assumptions on what the customer will be providing as well as what tasks the company will be performing. The detailed list shows the customer how connected all these tasks are. Fitchner also recommends adding reserves into all the estimates to allow for “normal project risk” and delay. Creating a buffer to work within makes negotiating changes the customer wants easier.

The best advice Fitchner offers is to be ready. The customer will ask for changes; being prepared for their requests with alternatives makes negotiating easier. However, the client must be made to see the effect of the changes. For example, anticipating the customer’s request for a cost request, the company could offer a reduction in scope.

A project I am currently working on could have started off better if I had thought about this information before hand. I am modifying a flash template for another designer. I was given little information before taking on the project, and no contract was offered detailing what work I would be doing. If I had a contract ready, or requested a formal breakdown of work done for the compensation offered. Instead, the requirements are changing weekly. What started off as inputting content into a template has changed to coding and making modifications to the template. As I am not dealing with the client directly, I have no control over any of the constraints. My project work would improve from having a more detailed analysis of my role in the site creation; my work would be more focused as I could implement the changes without having to constantly get verification.

While I agree that quality should be maintained despite changes to the other constraints, it is worth letting the customer know that if the other constraints are too limiting then quality will suffer. At some point, the alternative is simply to tell the customer that you cannot produce what they are requesting at the standards you hold your work to.

Some contractors may be willing to sacrifice quality to make time deadlines or reduce the schedule. I would not want to sacrifice quality, but if the customer is requesting an amazing site with very difficult functionality, I would need my requested schedule. I think customers are more willing to sacrifice time than increase cost. Negotiation would have to determine where to cut. I would not want to be pushed into doing more work for less money in the same time frame as a lesser project. The stress would not be worth the effort unless there were some other gain. If the contract was lucrative or for a prestigious client, I would consider working for less to get the job.

Having alternatives ready for the customer is an exceptional suggestion. Not only does it prepare a contractor for negotiation, but shows he or she is organized and ready. It also gives a measure of control back to the customer. While customers may not always be right, they do want to feel in control. By giving customers options, they choose what direction to go and not feeling forced down a particular path.

Fitchner, Cornelius. (n.d.). Applying the Triple Constraints (All four of them). Project-Management, Episode 30 Podcast. Podcast retrieved from http://www.project-management-podcast.com/index.php?option=com_content&view=article&id=41:episode-030-applying-the-triple-constraints-all-four-of-them&catid=21&Itemid=100017

The project manager, as the key point of contact between all team members, has an essential role within organizations not only to reduce costs by increasing work efficiency, but managing contractors and employees in such as way as to retain skilled workers. Remote teams become much more difficult to manage as team members are not in the same physical environment, making more for the project manager to check on tasks and receive feedback from the team.

Judging communication from team members through teleconferencing, instant messaging and e-mail becomes difficult as messages do not have body language and facial expressions for context and added meaning. Video chat is one option to make communication more interactive. Virtual workspaces, such as those in Second Life, are also tools companies can use.

According to Lisa Kimball (1997), Executive Producer of Group Jazz, “it’s really the changes in the nature of teams – not their use of technology – that creates new challenges for team managers and members.” Technology is just a tool to fill a need – the need to communicate. In traditional meetings, where all employees are working in the same environment, members meet and discuss ideas but also send memos, send e-mails and discuss issues over the phone. With the remote team, the only difference is that the team members are not in the same physical environment. The issue is not having to use communication technology, but how team members work in a group they may never meet. This lack of interaction affects team performance because of issues like misunderstood communications, lack of team cohesiveness (a sense of belonging), and less motivation for completing work (some workers need supervision).

There are several methods for increasing the effectiveness of a remote team. According to an article from the Sun Developer Network, the following are essential for an efficient remote team:

• Establishing procedures for communication
  ie. Agreeing on response times to e-mail messages
• Building remote relationships
  ie. Discussing problems and encouraging team input during conference calls
• Assessing work remotely
  ie. getting team feedback about deadlines, measuring progress and goals
• Rewarding and motivating
  ie. Giving recognition to team members and passing along praise from upper management.

These tips focus on inclusion of the group in the decision making process, but also with feedback on the demands and goals. Bringing the team together helps from the working relationship that is lacking.

Communicating clearly and effectively is one of the biggest challenges remote teams have, but through careful planning, issues can be illuminated. Gene Johnson, from Fairhaven Solutions LLC, suggests establishing a common project language, including industry standard terms and distributing a glossary of project-based terms to all members. Using the same terminology helps to reduce confusion. In order to keep the team focused on the end result, the projects requirements should always state their connection to the goals. Linking requirements and goals in this way clarifies how each task is important. While the goals should be clearly defined at the beginning of a project, it is also important to clearly assign ownership of tasks to team members, eliminating confusion over who was supposed to finish what task and by what date (Johnson).

One of the best strategies for ensuring effective communication between remote team members is to evaluate beforehand what benefits and drawbacks come from using certain communication forms. Questions like “How does the ability to contribute anonymous input affect the team?” and “How can you sense when people have something to say [during an audio conference] so you can make sure that everyone has a chance to be heard?” (Kimball, 1997) will help evaluate the strengths and weakness of communication tools and help a project manager use those tools effectively. When issues are identified and planned for, common pitfalls can be avoided to maximize the technology.

While the project manager has many aspects to oversee, facilitating effective communication will make the team more efficient and help members feel more involved with the project. While there are many other communication methods for virtual teams, these few tips are a good starting point. The most important aspect to remote team communication is to plan ahead, solving problems before they start.

Johnson, Gene. (n.d.). Out of Sight does Not Have to Drive You Out of Your Mind. Retrieved from http://www.fairhavensolutions.com/wpmrt.pdf

Kimball, Lisa. Managing Virtual Teams [PDF document], Team Strategies Conference, Federated Press, Toronto. 1997. Retrieved from text of speech online website http://www.groupjazz.com/pdf/vteams-toronto.pdf

“How Will You Manage? Best Practices for the Remote Manager” (.n.d.). Retrieved from http://developers.sun.com/toolkits/articles/manage.html

The Project Management Body of Knowledge (PMBOK), has five processes: initiating, planning, executing, controlling and monitoring and closing (Project_Management, 2.1). In the initiating phase, the project manager would meet with the client to do an initial needs assessment. After both the client and project manager agree upon the assessment, the project manager would create the project charter, detailing the site map, site wire frames, milestones, and other items that a project proposal would include. This process leads directly into the planning phase where the goals for the project are broken down into knowledge areas. Scope management, time management, cost management and quality management are all issues important to both the web development team and client. By including these core knowledge areas in the project proposal, the web design team protects themselves from scope creep and any other unexpected changes the client may try initiate. Once both the client and project manager agree on the proposal, the web development team can begin executing the website plan. Having a detailed plan for the site already, the web development team can execute the project. In some cases, the client would be involved in the controlling and monitoring in that the web development team may show them working versions of the site for approval before proceeding. Monitoring and closing would include tasks such as debugging any programming as well as any agreed-upon site upkeep.

The PRINCE2 approach has 6 processes: starting up a project, directing a project, initiating a project, controlling a stage, managing stage boundaries and closing the project (2009). The tasks performed by the web development team change little when they apply the PRINCE2 approach. While PRINCE2 “…doesn’t include contract management…it provides the necessary controls and boundaries needed for everyone to work together within the limits of any relevant contracts” (2009). Like the PMBOK, PRINCE2 anticipates possible changes in scope, and requires contingency plans for such cases. “In the method each process is specified with its key inputs and outputs and with specific goals and activities to be carried out, which gives an automatic control of any deviations from the plan “(2010). While the process for PRINCE2 is similar to PMBOK, it does differ. “PRINCE2 does not cover all aspects of project management.  Areas such as leadership and people management skills, detailed coverage of project management tools and techniques are well covered by other existing and proven methods and are therefore excluded from PRINCE2″ (2009).

Because of the differences and similarities between project management approaches, it would be advantageous to review several approaches and make modifications based on the project. Not all aspects of an approach may be pertinent to all situations; however, the overall concepts may be scaled down to suit the project needs.

Lonergan, Kevin. (n.d.). Retrieved from http://managementhelp.org/plan_dec/project/project.htm
Project_Management. (n.d.). Retrieved from the Wiki: http://e.wikibooks.org/wiki/Project_Management
(2009, June 13). Retrieved from http://www.ogc.gov.uk/methods_prince_2__whatisit.asp
(2010, January 17) Retrieved from the wiki: http://en.wikipedia.org/wiki/Prince2

I have a Fine Arts background, with a B.A., Fine Arts from York University. I did three years in the B.F.A. Film Production program, but switched to the Theory/criticism stream due to finances. Production was expensive.

I have always been interested in creative endeavours. I play both piano and flute, I enjoy watercolour painting, photography and have a part-time business creating custom designed cakes and gingerbread houses.

As for my career, I would like to work for a multimedia company where I could use both skills learned at Niagara College as well as skills learned from York University. I focused mostly on cinematography at York, but I also really enjoy video and audio editing. I would like the opportunity to do film work, but web design seems more practical for making a living.

Here are some samples of work I have done in the past:
Joomla Site

St. Catharines Museum (This site is not updated or managed by me, and has been modified from the original design)
Burke Safety
Celestial Dominion Lunar Properties
The Modbeats
Sculpting Nature