Day: October 24, 2021

A common myth about project management is that a project's failure is always due to error on the part of the project manager. In truth, it is almost never so. The project manager's main job is to define the scope of the work, prevent scope creep, and coordinate the work of many people. If successful, the project manager succeeds. If unsuccessful, the project manager has failed. But the fact that project management is a team sport does mean that project managers often make errors. A project manager who successfully organizes five projects in four years while making no errors at all would have a remarkable record, but not one a project manager should be expected to achieve. Still, it's unreasonable to say that the project manager is always responsible for a project's failure, and if a project fails, it is rarely because of anything the project manager did or didn't do. Of course, the project manager does have control over the project's budget, schedule, and risks. So if the project fails, or if the project goes off schedule, or has cost overruns, it is generally the project manager's fault. But cost overruns and schedule slips are usually caused by something outside the realm of the project manager's control. Maybe the project manager's staff misquoted the requirements. Maybe the project manager misjudged the amount of time that would be required to do the work. Maybe the customer changed his or her mind. Maybe the project manager made the schedule too ambitious. Maybe the project manager was dealing with too many simultaneous projects. But cost overruns and schedule slips are almost never the result of someone's incompetence or laziness. If this happened, it would happen every time. If a project goes off schedule, the project manager's fault or not, it is usually because the project team went too fast or started the project too soon. Most businesses use PMS tools to organize projects and improve deliverability of projects. Currently, free online project management software tools can help you test the need before purchasing. For instance, Finclock offers a one month free and you can explore the tools that will benefit your business.

Summary

Project management software is a useful tool for keeping track of many different types of work. Project management software lets you organize different tasks and events, keeping track of their progress, deadlines, costs, clients, and other important data.

What are PMS tools?

Project management software tools or PMS Tools is a category of software applications used to manage the creation, planning, execution, control, and closure of projects. Project management software often includes features for scheduling, tracking, reporting, and resource management. It is used by project teams to plan, track, execute and control the work flows.

Project management software is often implemented in a hybrid fashion, sometimes with a single application that bundles many project management features, and sometimes with a collection of applications. The first, and most important, tool is Time Management. Software tools can help, but people using them still have to manage their time.

 Why you PMS tools in business

PMS tools can help, but it can't by itself. Software can automate some tasks that project managers used to handle. But software can't replace all the project management skills. And it can't replace people.

Software turns project management into a game. Workers can compete with each other, and managers can pit worker against worker. But the game isn't so simple. Managers need to set rules about who gets to play. They have to decide how much of the game workers are allowed to play. They also need to judge the incentives that workers have to play.

Software is a tool for playing the game, but it is not the game. Managers still need people skills. They need to communicate, both with their workers and their bosses. They need to listen, and they need to judge. In software, the game rules and the incentives are set by programmers. Managers need to decide what the rules should be. What incentives should workers have? What behavior should managers want?

Software can simplify the work of finding good rules, but it can't automate the job. Managers need judgment. Managers need people who understand both labor and management. They need to be able to understand people as workers, and teams, and organizations, and as products and customers.

Software can help, but it can't by itself. Managers need people who understand both labor and management. PMS tools can turn project management into a game. Managers can pit worker against worker. But the game isn't so simple. Managers need to set rules.  Currently, a lot of people are using Excel spreadsheets to manage the schedules of construction projects. It's overkill. Project management software can make much, much more. (For one thing, it can tell whether your project budget will be enough.) Most project management software has a Gantt chart feature.

What do PMS tools do?

PMS tools are designed to facilitate the planning and control of business activities. This includes the scheduling, tracking, and reporting of resources and work. The term "project" usually refers to a specific task, assignment, or piece of work that is usually temporary in nature. Typically, a project has a definite start and end date and has a budget. However, a project may have an indefinite duration, in which case it is called a "program."

Project management software facilitates the process of planning, executing, controlling, and closing a project. It typically handles the following core tasks:

Importance of PMS tools for business

The first, and most important, tool is Time Management. Software tools can help, but people using them still have to manage their time. Project management software has many advantages, some of which have become clichés. The most basic of these is that it helps teams share and compare plans. Widely used software like Microsoft Project makes those comparisons easy. Plans are shared and adjusted, and when the software has updated them, everyone sees what everyone has done.

But online project management software has other, less well known advantages. It improves communication. It makes it easier to coordinate activities. It helps people remember to do what they said they would. In a new environment, software gives teams tools to learn new things, and to get better. It helps them improve their skills, and to collaborate with each other. Software is especially important when teamwork is new. New environments are risky. New environments mean new ways of doing things, and new ways are risky.

Software helps teams learn by doing. When things are new, software can help teams learn by doing. When things fail, software helps teams learn by doing. When things work, software helps teams learn by doing. Most software is designed for novices. For people who have never done it before, software is an aid. For people who have done it before, software is an aid and a teacher. Project management Software helps teams learn by doing the right thing. Software guides people through the steps of creating a new environment and helps them get organized

The best productivity tool is the one that solves the right problem for your type of work. If instead you rely on multiple tools that do many different things, you will spend much more time managing them than using them, and the tools will constantly get in your way. Like a car, a good productivity tool should fit you and your work. If you spend all your day sitting at a computer, your tool should be the computer. If you spend all your day walking, your tool should be a hand-held device. If you have both office work and field work, your tool should be something that fits both. The best online project management software tools also help you organize and keep track of the things you do. For example, if you use many different kinds of tools for different parts of your work, you spend a lot of time searching your computer for them and going through folders and files. A good tool will recognize when you have such a mess and suggest the best way to organize it. The best productivity tools are still being developed. For example, most people agree that spreadsheets should be replaced by more powerful databases. Also, the best productivity tools are not yet fully supported by writing software. If you have to update a file, you have to copy it, edit it, and send it back. But if you could update a file without leaving your word processor, you might spend a lot less time on writing. The best productivity tools are often not free. But because they solve the right problem for you and work so well, the time you spend learning to use them and solving the right problem for them usually pays back in your pocket. Best productivity tools: * word processors * spreadsheets, databases * PIMs (personal information managers) * task management programs * email * web-view

Finclock is a productivity tool that surfaces the many tasks that make up your day. From its dashboard, you can see how much time you spend on each task, as well as how much time you've spent on each task in the past. Finclock uses the time tracking feature of your phone or tablet, and tracks idle time as well. It also tracks the number of files you send and receive each day. Finclock helps you keep track of your time and productivity, and also keeps track of which of your tasks take up the most of your time. Once you have this information, you can start thinking about ways to optimize your time.

Have you ever wondered which of your tasks take up the most of your time? Or which apps or tools you spend most of your day on? Finclock can help. Keeping track of your productivity doesn't have to be complicated. Finclock lets you see how much time you spend on each task you do, and how much time you've spent on each task in the past.

Finclock is a business management and automation software that helps businesses succeed. It helps them improve efficiency, productivity, and profits. The software has automated a number of important business tasks. It helps businesses manage their finances, increasing profits and reducing financial risk. The software has automated a number of important business tasks. It helps businesses manage their finances, increasing profits and reducing financial risk. The software also helps businesses manage inventory, increasing profits and reducing supply chain delays. Financial statements are automatically generated, and balance sheets updated. The software also helps businesses manage inventory, increasing profits and reducing supply chain delays. Financial statements are automatically generated, and balance sheets updated. The software also helps businesses manage employees, increasing profits and reducing staff turnover. The software helps businesses manage employees, increasing profits and reducing staff turnover. The software helps businesses manage employees, increasing profits and reducing staff turnover. The software helps businesses manage customers, increasing profits and reducing customer churn. The software helps businesses manage customers, increasing profits and reducing customer churn. The software helps businesses manage customers, increasing profits and reducing customer churn. The software helps businesses manage marketing, increasing profits and reducing marketing costs. The software helps businesses manage marketing, increasing profits and reducing marketing costs. The software helps businesses manage marketing, increasing profits and reducing marketing costs. The software helps businesses manage supply chains, increasing profits and reducing supply chain costs. The software helps businesses manage supply chains, increasing profits and reducing supply chain costs. The software helps businesses manage supply chains, increasing profits and reducing supply chain costs.

The last great business software revolution was the invention of the spreadsheet. Spreadsheets changed the way companies worked, becoming indispensable tools for making profits and reducing costs.

Today, there is a new business software revolution underway. Best known are cloud computing and social networks, but it has little to do with technology. The revolution is in how companies make profits. Almost all companies today have profit targets. Most companies also have targets on costs, which can mean different things. Some companies have targets on selling more stuff to existing customers and on selling more stuff to new customers. Some companies have targets for reducing costs. Some companies have targets on making more money, and some have targets on making less.

Traditionally, companies have tried to control costs, either by cutting them or raising prices. But recently companies have begun to prefer another approach: controlling profits. The essence of strategy is to make choices that increase profits. To do that, you need two things: information, and a way to act on that information.

The old-fashioned way was to control costs. To control costs, you first needed information. You needed to know what costs were and what revenues were. Then you need a way to act on that information, usually by cutting costs. But now companies have a new way. They can control profits by controlling information. They can use information to make decisions about the future.

The best new business software is Finclock, a remarkably simple piece of software that estimates how much profit you can make from selected actions. It does this by estimating the effect of these actions on future revenues and costs. The best new companies today know this.

What software features make businesses successful?

Finclock is the best productivity software for small businesses. It automates all the routine tasks involved in managing a business and saves time and money.

Finclock helps you manage your business, your time, and your team. It automates the routine tasks involved in managing a business, and saves you time and money. Finclock is ideal for businesses, and it comes with a free plan for small businesses.

Finclock features that make businesses successful include;

1. Create and schedule tasks and manage projects
2. Track time
3. Manage multiple projects using online project management software tools.
4. Keep all your business information in one place
5. Send email reminders and notifications
6. Track time, projects, and clients
7. Capture tasks from anywhere
8. Track, filter, and sort emails
9. Manage contacts
10. Send email reminders and notifications
11. Use checklists
12. Assign tasks to team members
13. Set notifications
14. Create recurring tasks
15. Manage teams
16. Create and send invoices
17. Manage projects
18. Export, archive, and restore backed-up data
19. Share and collaborate with team members
20. Schedule tasks
21. Manage projects and tasks
22. Manage multiple projects
23. Manage multiple clients
24. Manage multiple teams
25. Schedule tasks
26. Report work from anywhere
27. Measure performance of team members using staff management software tools
28. Track expenses
29. Manage project costs

What software makes businesses successful?

The question of what software makes businesses successful is an important one, with obvious practical consequences. But it is also interesting intellectually. There are many different definitions of what software does. Probably the most common is "to provide an interface between computers." But "to provide an interface" is a convenient description, not a precise definition. It includes a wide range of different kinds of software, and before computers existed, interfaces existed without software. For example, telephone wires are an interface between telephones. But telephone wires do a lot more than provide an interface. They carry information. Computer programs do the same thing: they convey information. Software can do far more than convey information. All kinds of things can be done by it. We can write software to do calculations, or play games, or entertain us, or give us information. But software can do more than that. Right now, a business management software does the basic work of running businesses. It records transactions between people, or books inventories, or keeps track of schedules. In many businesses, the software is customized for each business, or for each customer. But software can do more than run businesses. It can actually make companies. It can help companies make profits. It can make them more efficient. It can even make them that much more efficient that the profits go way up. Software can also make companies more profitable and more productive. The differences between software that makes businesses run and software that makes companies run are not obvious.

What are the benefits software to a business?

The economic benefit of software is usually hard to measure. The software industry, for example, is good at measuring the length of lines of code. But the value of software is usually not in the lines of code, but in the results they enable. Software is often expensive and complex. So it is hard to get precise measurements. But that's not what industry does. Rather, it measures the reported numbers. So, for instance, software is usually "cost effective." That's because it is easier to measure the cost than the value of the results. But there's another way to measure software: by what it doesn't cost. Software can do a lot of things: accounting, marketing, scheduling, data analysis, and a thousand other things. But it can't improve itself. So it's no mystery why companies pay a lot for it. If, for instance, the staff management software can schedule 10 times as many people as the computer room it replaces, it will pay for itself. Software can also change: so, say, the software that assists airline pilots in their navigation can now automatically track the position of each plane and calculate delays, so passengers get to their flights on time. Software can also improve. For example, it can analyze data already collected and suggest new questions. Such software can do things computers don't have the intelligence to do. For example, software can suggest a new market for a toothpaste, or a budget for a new advertising campaign. Software can also do things computers can't do, but people can do. For example, software can automate the process of tracking sales, so a salesperson can concentrate on selling.

Why is software so important to modern businesses?

Leveraging software has long been central to business success. Yet software has only been steadily important since the 1960s. For most of the 20th century, businesses worked just fine without them. And even today, software is far from everything. Most businesses are not software companies. And most software companies are not software businesses. Most software companies make software that runs on hardware. Software is in many ways the opposite of hardware. Hardware is tangible; software is not. Hardware exists. Software can disappear. Hardware is physical. Software is virtual. Hardware is obvious; software is not. Hardware is material. Software is not. Hardware needs a factory. Software needs no factory. Hardware is expensive. Software is cheap. Hardware is easy. Software is hard. Hardware is predictable. Software is unpredictable. Hardware can fail. Software never does. Hardware is static. Software is dynamic. Software is invisible. Software is intangible. Software is abstract. Hardware is concrete. Software is digital. Hardware is analog. Hardware is tangible. Software is not. Software changes constantly. Hardware doesn't. Software runs on machines. Hardware doesn't. Hardware is expensive. Software is expensive. Hardware is hard to use. Software is easy. Hardware isn't. Hardware is predictable. Software is unpredictable. Hardware can fail. Software never does. Hardware is static. Software is dynamic. Hardware is physical. Software is virtual. Hardware is tangible. Software is not. Why were businesses always successful without software? Because back then

What is the best business software online?

Founded by experienced entrepreneurs and tech experts, Finclock provides a modern software for small business owners. Consisting of an integrated system, Finclock is designed from scratch. Upon registering on the site, users are offered a set of customizable modules that deliver excellent services for a wide range of business applications. For both big brands and sole proprietorships, it offers a number of cost-effective solutions to help automate the different facets of a business’ operations.

Some companies succeed, some don't. But there is no single answer to this question

1. A business is successful if it increases its sales and profits and stays in business.
2. A business is successful if it provides measurable benefits to its stakeholders.
3. A business is successful if its employees are satisfied and customer and employee satisfaction are correlated with revenue growth.
4. A business is successful if it hires and retains talented employees.
5. A business is successful if its marketing is cost-effective.
6. A business is successful if it's able to adapt to change.
7. A business is successful if it reinvests its profits.
8. A business is successful if it has a positive cash flow.
9. A business is successful if it can pay dividends to its owners.
10. A business is successful if it uses financial accounting methods.
11. A business is successful if it uses best employee management software and complies with laws and accounting methods.
12. A business is successful if it has a board of directors.
13. A business is successful if it has an advisory board.
14. A business is successful if it has partners.
15. A business is successful if it uses customer and employee surveys.
16. A business is successful if it uses business metrics.
17. A business is successful if it uses Six Sigma.
18. A business is successful if it makes payroll on time.
19. A business is successful if it uses KPIs.
20. A business is successful if it uses quality management tools e.g. online project management software.
21. A business is successful if it uses lean manufacturing.
22. A business is successful if it uses agile project management.
23. A business is successful if it uses lean manufacturing.
24. A business is successful if it uses lean principles.
25. A business is successful if it uses kanban.

Summary

The essence of business planning is knowing where you want to go, knowing where you are, and knowing which direction to go from here. Most businesses fail for one simple reason: they didn't have a plan. In planning, the questions are: What do we want? Where do we want to go? and How do we get there?

Defining Continuous improvement in business (10+ answers)

In business, incremental improvement is the norm. But incremental improvement is a mistake. Industrialization was supposed to make people better off, but it has instead made them poorer. What people really need is continuous, exponential improvement.

1. Continuous improvement means constantly thinking about what you do, and always trying to learn more. And if you don't learn, then you are getting worse, not better.
2. Continuous improvement means taking risks. If you never try anything new, you will never find out what doesn't work. But if you always play it safe, you will never find out what does work.
3. Continuous improvement means working with colleagues. Working alone can get you so far, but once you have more than nine balls in the air, you need help.
4. Continuous improvement means learning from your competitors. If Warren Buffett were to suddenly go broke, it would ruin his reputation, but it wouldn't make his competitors any richer.
5. Continuous improvement means allowing yourself to fail. The only way to learn what doesn't work is by trying it, and having your app crash or your website go down.
6. Continuous improvement means being creative. Business is creative, not rational.
7. Continuous improvement means being flexible. If you always do the same thing over and over again, you will get the same results over and over again.
8. Continuous improvement means being humble. Business is full of people who think they know what they are doing, and never get results. But humility means keeping your ego in check.
9. Continuous improvement means being lucky. Luck is another word for opportunities, and opportunities are created by people.
10. Continuous improvement means being patient. Two steps forward, one step back, two steps forward, one step back.
11. Continuous improvement means being open. Successful people avoid being closed

To attain continuous improvement in your business, you need to use business management tools, including online employee management software and PMS tools for business. Luckily, Finclock offers you a chance to try these business management tools and attain continuous improvement in your business.

What does it take to attain continuous improvement in a business?

You want to be number one, but first you need to know where number one is. The best strategy is to pick something with potentially huge market potential and invest massive resources in it. But to do that you need to know what's out there already.

In 1965, when IBM was in its heyday, no one had heard of personal computers. But microcomputers were coming, and if you wanted to be there first, you needed to know.

So sometime in 1965 or 1966, a team of IBM engineers set out to create a list of the companies already working on microcomputers. They tracked down the founders, asked the engineers what problem they were trying to solve, and tried to figure out what the market was.

The result is a 48-page manuscript, written in thick black felt tip pen, now kept at the Smithsonian. It's full of names and lists of companies and products, and it reads like a road map to the future.

But what was their plan? To buy these companies? No. To buy their products. To find out what the market was. And then, when they knew, to buy, copy, and surpass. They called this the "3P strategy."

The 3P strategy worked. IBM now dominates personal computers. But it's pretty hard to find that manuscript today. Companies rarely document their failures.

One exception: the 3P strategy worked, but IBM didn't copy it. The company says now that it was "not technologically feasible" at the time, but the document at the Smithsonian shows that wasn't the whole story. It was possible then. But to be successful, IBM would have needed something more than people. In particular, it would have needed to find managers

How do companies achieve continuous improvement?

We live in a world where everyone, including your competitors, is creating new products and services. And in a world where everyone is trying to look bigger and better and more professional than you, you need continuous improvement.

One of the riches of Lean management is that it forces everyone in the organization to take responsibility for continuous improvement.  Luckily, modern software can help you to measure key performance indicators. For instance, online project management software for business comes in handy for teams with many employees. The Lean philosophy holds that waste can be reduced, profits increased, and customer satisfaction increased without having to invest in more employees or new equipment or new facilities.

Lean management doesn't work unless everyone in the organization buys into it. A strong leader, with executive backing, is essential to making Lean work. But without buy-in, Lean won't work. So what can you do to make your employees believe in Lean? One way is to show them how Lean is benefiting someone else. A perfect example is Wendy's. After using Lean management to create the fastest drive-through service in the country, Wendy's was looking for a way to turn its focus onto improving quality. One of their suppliers, Proctor & Gamble, has already proven that it is possible to cut waste and improve productivity by 20% or more.

Employee performance

Business success depends on employees, but employees don't usually have their own ideas about how to succeed. Employees don't usually collaborate. And employees usually don't innovate. Why? Because employees haven't learned to think like entrepreneurs. Entrepreneurs are people who start businesses. And most employees aren't entrepreneurs. Some employees are entrepreneurs, but they can't start their own business. They have to work for somebody else. Most employees are people who work for someone else. But employees don't think like people who work for someone else. Most employees don't see themselves as employees who work for somebody else. Most employees never think, "I am an employee." They think, "I am a replaceable cog in the machine, doing a job." Employees don't usually collaborate. Collaboration requires initiative. Most employees don't think they have initiative. They don't see themselves as innovative. Most employees don't innovate. Innovation requires risk. Most employees don't see themselves as risk-takers. They see themselves as replaceable cogs in the machine. Employees tend to see making money as the same thing as business success. But making money is the outcome, not the goal. It's easy to make money; it's a hard thing to make a successful business. To succeed, employees need a different attitude. Employees need an entrepreneurial attitude, an awareness of their own individuality and their own potential. Employees need a sense of their own potential, and a sense of their own individuality. Employees need a sense that they are important. A lot of this attitude takes effort. It requires training; it requires personality development; it requires attitude development. It is hard work, but training employees to think like entrepreneurs pays big dividends. And you don't need to give employees a lot of money.  However, you need to guide your team and make continuous evaluation. When necessary, reward good performing employees or sanction the poor performance. Thus, you need staff management system for continuous performance evaluation.

Focus on teamwork

How do professional sports teams get the performance they want from their employees? Most professional sports teams employ a very intense, laser-beam-focused form of management. The teams keep playing every position, every year. Team leaders, players, coaches, and managers all live together in dorms. They practice together. They eat together. They watch film together. They analyze game tapes together. They yell at each other. They practice their handshakes. This may seem like overkill. After all, professional athletes are skilled, talented, and motivated. Why would they need this intense management to keep them focused? Well, no matter how motivated, talented, and skilled they are, professional athletes are human beings. They have to sleep, or their performance will slip. They have to eat, or their performance will slip. They have to relax once in a while. And they need something beyond motivation to keep them focused. They need some reason to believe that if they work hard and do well, they will be rewarded. using employee management software for performance evaluation will help you make instant and accurate decisions. Most professional sports teams create that reward by tying pay, bonuses, and promotions to performance. The best teams pay the best players more than the worst. The best teams promote the best players to the best jobs. The teams want players to believe they are playing for more than just money; they want them to believe in the team as a whole. This intensive management is not unique to sports. Almost every professional organization tries to build an employee-employer relationship based on performance. And nearly all those organizations try to create a similar relationship among employees. The effort to build teamwork and a sense of shared purpose works. It helps organizations achieve goals that individual employees might not have been able to achieve on their own