Last February 28th, the 88th edition of the prizes awarded by the Academy of Motion Picture Arts and Sciences, also known as the Oscars, took place in Los Angeles, California.
For that reason, we want to use this week’s post to speak about the organization of events, thinking of them as projects. In the case of the Oscars, the goal is to hold a ceremony where the prized awards are given to professionals in the film industry to recognize their valuable work during the year. This year’s ceremony has brought the following figures:
Resources had to be perfectly assigned and grouped into pre-planned tasks. And there were time and financial limits that had to be observed. Clearly, for cases like this one, it is necessary the presence of a team leader to coordinate and ensure that the objectives are met.
How does project management apply to the organization of events?
“A man who dares to waste one hour of life has not discovered the value of life” (Charles Darwin)
Today we want to bring out a discussion about a valuable resource than, more often than not, we want to multiply or stop: time.
The evolution of technology has brought us new ways to find out how we’re distributing time, especially at the workplace, and project management is a particular case where this effect is noticeable. When we are immersed in the execution of a project it is very important to know how much time we are spending on it. But, why? We want to show you 4 benefits that arise from the use of time-tracking tools in your project management for both those of you who occupy the position of project manager and the rest of members of the project:
Today, we’re introducing you the system of roles and permissions for the users in your team.
What are roles and permissions? How can they help us?
A rol is a set of permissions on specific areas and functionalities of Doolphy which can be configured to define what each user can do in the application.
Thanks to this system you can create a set with a number of different roles that later can be assigned to users depending on the work that they have to carry out.
Some time ago, we wrote about the importance of monitoring project development, and reports are essential to fulfill that mission. They provide information about a certain period of time so that we can easily analyze, draw conclusions and make decisions about our projects. Thus they are a key element that allows us to improve.
Managing a project is like trying to lead a ship to port. It takes a captain capable of weathering storms, keeping the morale of the crew up, being clear about the destination and route to follow and mastering the art of navigation. In short, in a project there must be a true leader and, therefore, leadership is one of the essential capabilities that must be present in a project manager, as indicated in our last post.
This post will deal with the key capabilities that allow you to achieve the success and recognition you are seeking at your job.
All necessary skills to achieve it, both technical and interpersonal, may be grouped into 4 major pillars, management, leadership, communication and organization:
We will look below at the importance of project monitoring during implementation. With this one, we close the series of articles on the 6 key factors of project failure about the most common mistakes in project management and how to avoid them.
Just as we go to the doctor regularly to monitor our health and make sure there is no problem, our projects require a continuous and comprehensive “check” to detect possible “diseases” during execution. Without constant monitoring of the project progress, it is impossible to identify errors in planning or deviations in implementation or redirect the project towards meeting the objectives.
In a rapidly changing environment like this, where the level of uncertainty in organizations is high, it is essential to carry out an appropriate management of internal and external changes that may happen in a project to ensure its success.
Therefore, we know that the project is a dynamic, affected by a big amount of factors, some of them unpredictable. Only then, we will be able to respond to them quickly and avoid deviations that prevent us from meeting the expectations of stakeholders.
The keys to successfully carry out a “dynamic management” of the project are: