Your IT Operations team is struggling with project management software. How can you help them?

I believe in minimalism; we first reassess to redefine what really matters and why. Accordingly, we redefine data points to be captured, by whom (point of contact responsible), how (avoid manual, automate to event driven). Then we align everyone on it for unified direction with the benefits of the outcome of their efforts. We support by rigorous training, hand holding, tight governance, mentoring failure and rewarding success (motivation).

It is important to provide comprehensive training and onboarding sessions to the team for the new software. Make them comfortable and familiarise them with the new features. Show them the benefits and the advantages of using this software. As they will start looking at the advantages and they realise that this software is making them more productive, they will by themselves start adopting!

This idea will hold true for any enterprise application - simplify, simplify, simplify. What tools and features are 100% critical needs, what are wants, and what are noise? Compare that to the skillsets of the team(s) who will use the software. From there assess what level of tool you really need (whiteboard/spreadsheet/SMB app/Enterprise app) and what training you need to achieve minimum adoption of the product.

I quite agree the decision to switch or upgrade the project management software is not one that should be taken without a detailed assessment of the exact needs and goals of the end users of the application. An assessment will help to rightly identify the gaps,concerns being experienced by the users, issues around inadequacy of the software in meeting the expectations of the team. Thereafter, the outcome of the assessment will help the stakeholders to take a right decision in the right direction either to opt for a version upgrade of the software or push for an outright replacement.

Be clear with your operations team why the change is occurring, then present a transition plan (if replacing) or a training plan (if implementing a new product). With that, it's all about change & adoption management for the team, while establishing clear & achievable milestones that will measure the progress of adoption and successes from using the tool.

Detailing is important in operations. Unless you understand what th issue is you can't identify area of problem. Once you pinpoint the area troubleshooting options open up. With little experience, tech knowledge one can solve the problem. Ofcourse right education and reading plays a major role too.

In my viewpoint, adequate comparisons should be drawn before finalising on to selection. How the value would get driven through the product being chosen . What are comparable parameters and what holds an edge on others for your environment which is always unique and cannot be compared with others easily. One product while can suit to one set of similar competitors but may not be right fit for you for various business reasons. If that alignment assessment is done carefully then it’s a tick in the box and then desired benefits can be reaped profoundly.

O mercado oferece uma ampla variedade de ferramentas de gerenciamento de projetos, cada uma com características e funcionalidades distintas. É importante dedicar tempo para comparar e avaliar as diferentes opções para encontrar a que melhor se adapta às suas necessidades específicas.

When comparing options for managing your IT operations team in project management software, consider factors such as features, ease of use, scalability, and cost. Evaluate each software's task management capabilities, collaboration tools, and reporting functionalities to ensure they meet your team's specific needs. Look for platforms that offer customizable workflows and integrations with other tools commonly used in IT operations. Additionally, assess the platform's user interface and accessibility to ensure it will be intuitive for your team to adopt. Consider the scalability of each option to accommodate future growth and changes in project scope.

A ferramenta mais eficaz é aquela que você já possui! Diversas empresas contam com ferramentas de ITSM (como ServiceNow, Flashworks, Qualiton, Movidesk, etc.), que, embora não sejam exclusivamente voltadas para projetos, oferecem funcionalidades relacionadas à gestão de projetos. Uma característica que me leva a preferir essas ferramentas é a presença de uma base única para acompanhar e gerenciar tanto a operação quanto os projetos. Em contraste, algumas empresas optam por consolidar essas informações em um BI, o que acarreta em custos adicionais, demanda por profissionais especializados, entre outros desafios.

From my point of view not the software is the key in this case. I think the team, together with a well defined process behind can bring results. Also communication, early involvement of all stakeholders together with full transparency, follow up and commitment are the key to success.

In today's world there are many options to choose from that promises the same solution and results however, testing out the each one can be time consuming and may infact cause further delays with the problem at hand. One of the best ways to find the best one is to seek out reference from similar business or industry who has almost same operational requirements. Check to see what solutions works best and which ones have failed. It will save time looking for the best one and yet you are able to select the option which suits your operational requirements. It's better to try out new things when you have a smaller scale to manage in case of failure.

To assist the IT operation team with their struggles with project management software, I would suggest conducting a thorough assessment of their current challenges and requirements. Then, I would explore options for which tool can be implemented. Once the tool is implemented, Regular check-ins and feedback sessions would ensure continuous improvement and address any ongoing issues effectively.

Before committing to a tool, initiate a trial or pilot phase with a subset of your team. This allows you to evaluate the software's functionality in a real-world setting. Assess user experience, ease of adoption, and how well the software aligns with your team's workflow. Gather feedback from users during this phase and use it to fine-tune your selection.

Configure um projeto piloto com um grupo restrito de usuários para testar as funcionalidades do software em um contexto real. Incentive o feedback honesto dos usuários sobre a usabilidade, a eficiência e a adequação do software às suas necessidades. Utilize o feedback para ajustar configurações, personalizar recursos e resolver problemas, otimizando o software para a equipe.

Once you've chosen a project management tool, customize it to fit your team's specific needs. Tailor workflows, fields, and reporting to match your processes. Provide training sessions to ensure everyone is familiar with the customized setup. Regularly assess and optimize your usage by incorporating feedback, implementing updates, and exploring additional features to continuously enhance efficiency.

Configure campos, layouts e fluxos de trabalho para refletir os processos da sua equipe. Atribua permissões granulares para garantir segurança e controle de acesso. Automatize tarefas repetitivas para aumentar a eficiência e eliminar gargalos. Personalize notificações: Receba alertas sobre eventos importantes e acompanhe o progresso do projeto.

Custom derive the project management software based on your IT Operations team’s requisite workflows. According to team members, optimize software settings in order to improve usability as well as efficiency.

It’s important to remember that with our own teams, just like with our customers, clients, and supported end users, the “what” often stays the same while the “how” changes from unit to unit. Meaning, when it comes to project management, especially in software, many options “do” the same thing, but how your team uses it can differ wildly from others. Its key to adapt the project management software to the current workflow and systems your team uses, so that using it at all feels seamless and doesn’t add too many extra steps (which is when your team will stop using it, and then process falls apart.)

Project Management tool required to fit in product/project implementation lifecycle. so it's very important that on the ground workflow is analysis. The tool required to capture the control/workflow of the program/project & their stakeholders.

In my experience, the tools are hardly the problem regarding project management issues. The teams must be train about project management methods. Select the tools based on requirements not ideals. The tools must provide value to the user not be a burden

In my point of view the tool is important but it's not the essence of project management. Training, practice and adaptability are success keys factors. Communication and team engagement are far more relevant to the project success.

Training is the key to success in every way. Take the time to ensure not only your team but you, yourself are apt and knowledgeable on how things work. Spend time with your team's teaching and possibly learning together. After training has been completed take time to get better at knowing what training benefits your team. Conduct reviews and reward your team for staying sharp.

If you are getting your customer involved for the first time at the training portion of the project, you have already failed. Been there and have made that mistake. Once you are ready for training, make sure you involve in the training. Do quizzes after each section (or half day), do hands on labs, etc... Don't just show them a PowerPoint and expect them to soak it all in.

Without any doubt, training to use the tool followed by close engagement on its usage are the foundation blocks to set your team for success. Importantly, engagement is an ongoing process to provide the input for continuous improvements.

Depending on the overall budget diversity of the project management portfolio consider an industry analysis of alternatives. Bring in an advisor group for a short performance (90 days) to meet with all associated stakeholders of the platform across your portfolio and others and find our if this is the right platform for your mission, what integrations are needed, or should you select a different platform? More than once, I found that the current technology suffices well we lack an education campaign. The act of attempting to change can inform better behavior and avoid waste.

We did exactly that at F Bureau when we decided to revamp our information system. That gave us great success in delivering our NextGen system supporting both State and USAID. I am taking on the same approach to revamp the current information system for my organization.

O software precisa refletir o processo prático executado diáriamente, assim ficará mais fácil assimilar o conhecimento e este refletir os resultados do time.

Periodically review the team’s practice with project management software. Collect responses on its effectiveness and focus attention on areas for further development. Keep aware of the software updates and new functionalities such that can improve functioning.

Implement continuous improvement process in project management. This involves the systematic search for ways to enhance processes, workflows, and outcomes within a project. Methodical elements are collecting feedback and analyzing existing processes and their specific issues. By promoting teamwork and communication, utilizing metrics, implementing improvements, you are contributing to increasing efficiency, improving the quality of work, and fostering an adaptive and learning-oriented culture within the project team. Providing training for team members, adapting to changes, documenting learning experiences, and conducting regular reviews as well as retrospectives, you provide additional benefit for optimum performance.

1. I would recommend connecting with the End stake holders , in most cases the Business team or the business team that interacts with the end customers( public consumers in case of retail and so forth ) to understand their needs for the project / program 2. Translate and break down their goals to IT equivalent 3. Do a fit gap of existing product management product . Most often than not - almost all products in the market have the ability and features to cater to all the needs for Project management so the chances of the already existing product - might already have the feature and yet properly not leveraged 4. If there are big gaps ,it’s time to revalidate the product -understand the ROI based on if all programs benefit it yes - RFP

You need to get to specifics with pain points, software isn’t always the answer when process, politics are at play and operations teams are stuck using an ‘enterprise solution.’ Writing clear business focused outcomes may help you gain support and buy-in for a change. Noting that improving the operations project cycle time or lead time has an affect on revenue would be a great start. Noting measurable quality improvements also support a positive change story

A tool is just a tool. Have an in depth understanding of your needs viz a viz the mindset change required in adopting a PM tool. Many PM tools have wonderful features but require time and effort to build the contents, update and maintain the system. Many PM tools become white elephant as various parties do not have the discipline to update the contents. So it is not just the right tool but the right discipline, mindset change and concerted effort by everyone involved to make the tool effective.

In addition to the points raised elsewhere in this article, it’s important to poll your team for preferences - both for and against- the options on the table. You may also glean additional options from this activity. Real world experience and comfort levels with solutions are not the only criteria by which to evaluate a software solution for project management, but the conversation will likely uncover pros and cons not covered in a sales pitch, product sheet or website. Anecdotal and, ideally data-driven, insights should be weighed along with other data points to make your best human-centered decision.

Most important part is to understand deeply WHY team struggles with this task. If you know WHY then HOW to help them is a matter of just operational decision.