Author: FinClock LLC

Organizational project management is, at its heart, about increasing revenue. It's the same kind of thinking as, say, a marketing division: we want to increase sales. But project-management professionals generally take this a step further. They understand that, once a project is started, the expected rate of return on investment (ROI) declines sharply. This makes sense. A project has a finite lifetime, and unless it has some kind of guaranteed revenue stream, once it's finished, you no longer have a reason to work on it. It's a big risk to start a project, but an even bigger risk to finish one. Obviously, you want to make a profit on a finished project. But you also want to make a profit on every phase of the project. As the project progresses, it gains value, which gets captured as project revenue. Each stage of a project generates value, and each stage has a finite lifetime. We call this "manufacturing value." Every phase of a project generates value, and that value gets captured as revenue. The revenue gets spent, and that becomes project cost. The net result: revenue minus cost, or profit. You can make more profit by improving your design or more effectively managing the project, but the biggest benefit is capturing more revenue. If you can do that, the project is profitable, no matter what else is going wrong. A project management tools help you do this. It lets you estimate how much revenue each stage generates. So, for example, you can estimate how much revenue each stage of a complex product, like a PC or a car, will generate. Then you can estimate how much revenue each stage of your project is expected to generate, and you can compare that to the value you spent.

What makes projects successful?

Projects fail because organizations lack the skills to manage them, not because they don't try. Some things are harder to manage than others. Projects tend to be hard. One common failing is that a project is pursued because it seems interesting and worthwhile, not because it makes any sense. For example, one of the projects we worked on was a book. It was an interesting book, but there were no customers for it. To blame? Maybe. (It didn't help that the book was wildly overpriced.) But more probably, the project failed because the people who should have been working on it weren't. The discipline of project management was invented because projects were intractable. When Samuel Morse invented the telegraph, it took a long time for anyone else to figure out how to use his invention. When the Wright brothers invented the airplane, it took a long time for anyone else to figure out how to fly it. The same was true of the telephone and the television. These inventions took a long time for people to appreciate. Managing projects is hard, because projects tend to fail. The problem is not that they are too hard; the problem is that they are too hard to manage. More importantly, projects aren't just hard. They are hard to manage because they aren't easy. You can't tell how a project is going to turn out until it's done, and the project itself makes it hard to measure whether it's going in the right direction. Projects are fuzzy, like science. Projects have feedback loops. They can't be managed like clockwork. And because projects aren't easy, they are hard even to manage. The project management discipline is the art of making fuzzy things fuzzy. Our book project failed for the same reason that lots of projects fail: the people who should have been working on it weren't

Project revenue report

A project revenue report shows how much work you're getting paid for and how much work you're actually getting done. A project revenue report shows how much money you're making, and how much money you're spending. A project revenue report is written by a person who is not paid by the project. The person writing the report is trying to get paid for doing work, and is trying to get paid for the work he or she is doing now, not for the work he or she did in the past. This person usually doesn't know what the project is supposed to be, or what the customer wants. The person has to make guesses, and most of the time the guesses are wrong. But the person has to make guesses anyway. The person writing the project revenue report has to keep the customer happy, and to keep the customer happy, the person has to give the customer what the customer wants. So if the customer doesn't want a report, the project manager has to make one. So a project revenue report is a record of guesses. A project manager has to decide how much revenue the project should make. That usually means thinking very hard about how much the customer will pay. The project manager has then to decide on a revenue target, the amount of money the project should make. This is where PMS tools prove to be very helpful. The project manager has to make guesses about how much money the customer will pay, and guesses about what it will cost to make the project, and guesses about how much work is actually being done. The project manager has to guess about how long the project will take, and guess about how many team members will be needed. The project manager has to guess that some guesses will be right and some guesses will be wrong. The project manager has to guess, in other words, about the project itself. So a project revenue report is a kind of record of guesses.

Advice to project managers

A project is a long-term commitment, and there's no way to know for sure that the project will pay off. That's why online project management software is so important. In the real world, projects that are launched with no particular project management system are doomed to fail. Project management isn't rocket science, but it requires discipline. A project manager has three jobs: 1. Decide what the project will do. 2. Decide how the project will be done. 3. Decide how the project will be measured. The project manager has to track all three because it can be easy for any one element to slip, which is what happened in the Concorde project. The Concorde project was one of many engineering projects launched by the British government in the 1970s. The Concorde project was originally a project to build an aircraft that would fly eight times the speed of sound. That turned out to be impractical, so the project switched to building a jet that could go twice the speed of sound. That also turned out to be impractical, so the project switched again to building a large aircraft that could go four times the speed of sound. That also turned out to be impractical, so the project switched again to building an aircraft that could travel twice the speed of sound. By the time the project finished, no airline was interested, and the British government terminated the program. The Concorde project could easily have been saved. The Concorde team could have followed a plan that would have kept them focused on a single goal, while eliminating unnecessary costs. The project manager's job isn't just to decide on what the project will do. The project manager has to make sure that everyone on the project has the right mix of skills.

Project reports have three purposes. First, they report how a project is going. Second, they report how well the company is doing. Third, they report how management is doing. A project report can have few or many sections. Here is a summary of the content of a project report

1. Introduction 2. Outline 3. Problem identification 4. Goals and Objectives 5. Project description 6. Project rationale 7. Project timing and schedule 8. Description of work procedures 9. Project team 10. Project budget 11. Project risks 12. Project controls 13. Project communication 14. Other pertinent project documentation 15. Closing 16. References 17. Sign-off

Importance of project reporting

The project report process I describe here is an artifact of how we organize our departments at a large financial firm, but the same principles apply to any large organization with formal project reporting procedures. A project report is a written report that summarizes a project's work and results. The finished report is usually circulated to management, and any changes are communicated via memos. The project report is also the first draft of the accounting of the project's costs. At Wall Street firms, the project report is the starting point of a project's accounting. A project report's primary goal is to identify the project's costs, and identifying costs is labor-intensive. First, the project report has to estimate them, which is easy for some projects and impossible for others. Second, it has to measure them, which is hard for many projects, and impossible for others. Many large projects have a large number of people working on them: architects, engineers, interior designers, caterers, cleaning people, landscapers, furniture makers, and so on. Each project has to estimate the cost of each person working on the project, and each project has to measure the cost of each person. Estimating the cost of a single person is relatively easy. Extrapolating the cost of a person from past experience is even easier. Estimating the cost of a group of persons is more difficult, but it can be done. Measuring the cost of a group of persons is almost impossible. All project managers at Wall Street firms have to estimate their project's costs. The project report is the project manager's first estimate. Many people have told me that, years ago, when a project report was submitted, it was reviewed by a cost engineer. The charge was to make sure the cost estimate made

Project report requirements

In a presentation I gave last year, I tried to give some kind of formula or model for writing a white paper or project report. Now, a white paper is a written report written to persuade somebody of something. Not everybody needs one, or every company does, or every employee does. But everybody who reads the project report needs to understand as much about the project as the executive who wrote the report. A project report must be non-technical. It has to be comprehensible to people who are not experts in the topic. Now, anybody who knows more than I do about running a company can write a project report. But that means anybody who reads it knows more than I do about running a company. A project report must be complete. If it's incomplete, readers will assume that you haven't done your job. The reader will think that the project report is, in fact, a sales pitch. The shortest most complete project report ever written was 15 pages. It covered everything.

1. The project report has to make sense. It has to be coherent and linear, and it must make sense, to everybody, from start to finish.
2. A project report must be interesting. The more interesting it is, the more likely it is that people will read the whole thing.
3. A project report must be persuasive. It has to convince people why the project is important. It has to convince people what the project is about.
4. A project report must be consistent. The project report has to have a consistent point of view. A project report that is rambling and inconsistent is worse than an unreadable document; it is a sign that the writer didn't really know what he was talking about.
5. A project report must be accessible to the team. using project reporting software will help your business share reports online.

project reporting steps

The first step in project reporting is to choose a project. Don't worry, we'll discuss this later. For now, just pick a project. The next step is to report the project. Reporting means creating a report. The report itself will contain three parts: a title page, an executive summary, and the body of the report. The title page will be a short summary of the main points in the report, and will carry the names of the people who wrote it. The executive summary will be a short summary of the report, and will carry the names of the people who wrote it. The body of the report will be a long, detailed account of the project. Using project management system simplifies the reporting process since all tasks have been completed and reported by the assigned team members. The executive summary will be the only part of the report that is important. It should summarize the report's main points, and explain why you would need to read it. Only the executive summary should be interesting to a manager thinking about whether to fund the project. The rest of the report should be interesting to whoever actually did the project.

The body of the report should contain all the details that you think are important. These details should be grouped under headings, similar to the outline of this report. At the end of the report, there should be a single page called "Appendix." This is a list of any supporting materials you used in assembling the report. The appendix is not (and should not be) part of the report. Just put a list of what you used, and a note saying how the reader can get a copy. Finally, there should be a single page called "References," with a list of any sources used in assembling the report. The references page is not (and should not be) part of the report. Just put a list of what you used, and a note saying how the reader can get a copy. Now, let's start describing some common project reporting steps.

Doing project reporting the right way

Project reporting is a very strange thing. In large organizations, project reporting involves large numbers of people, and each one has his specific task. The task is not to invent something, but to develop and document it. The end product is a report, which is supposed to be understood by everybody who needs to know about the project. This raises an obvious question: why does everyone need to hear about the project? The answer is that the project report is the communication medium everybody uses. Everybody needs to know about it, or he won't know what to do. In the same way, everybody needs to know about the project's goals, aims, and objectives. There is no possible way for them to find out about them except from the report. But the report is not supposed to tell them what the project is about. It is supposed to tell them how the project is supposed to work. The report is the instruction manual. The project report is the only place you can get information about a project's intended outcome. Thus, use the right PMS tools to make informative and accurate project reports.

Task management in a project

One of the hardest parts of project management is keeping track of all the project's tasks. If a task is not done, you wonder what happened. If a task is finished, you wonder which task it belongs to and which task it is part of. If you move a task from one list to another, you lose track of where it is. You could always write everything down on paper, but that's a lot of work. If the project gets big enough, you often have to do it on paper anyway. One solution is to keep the project information on a computer. That way, you can store information for each task. You can keep track of all the tasks in one place. You can look at all the tasks in one place. You can move tasks from one list to another. There are obvious technical drawbacks. If the project splits into a hundred parts, you have to hack the software to keep track of all those parts. If the project merges back into one, you have to hack it again. But there are also some drawbacks that are not so technical. With paper, everything has to be in the same pattern. With paper, you have to look at each piece of paper, one by one, to figure out which task belongs to which other task. With paper, you have to look at each piece of paper, one by one, to figure out which task belongs to which other task. With paper, you have to type each task into a computer. With paper, you have to type each task into a computer. With a computer, you can compare one task's status with another task's status, and see what the project overall looks like. With a computer, you can compare one task's status with another task's status, and see what the project overall looks like. With a computer, you can compare one task's status with another

Summary

Project planning is a sequence of logical steps, with fixed rules and schedules. Using PMS tools in a project management software, all steps must be followed in order, and none can be skipped. The steps are: 1. Decide what you want to do. 2. Specify what you want to do. 3. Decide what resources you need. 4. Estimate how long it will take you to do it. 5. Estimate how much it will cost to do it. 6. Decide when to do it. 7. Arrange to finance it. 8. Do the thing. 9. Do a review. 10. Repeat.

What is a project budget?

When a business spends money on a project, it wants to know whether that project is worth spending the money on. In other words, is it worth doing? A project is any set of activities that produces a product. Product is any service, thing, or intangible that gives you something in return: food, clothing, shelter, entertainment, information, and so on. A project costs money. It takes money to build a house, for example, or to design a drug. (It's not clear that the drug is really worth the $80 million it cost to develop it, but that's a different question).  But money is not the only cost of a project. There are costs in terms of time and effort and opportunity cost. Opportunity cost occurs when you spend time and effort on one thing rather than something else. For example, if you spend a month perfecting your new product, but it takes a month to launch it, you lost a month's worth of productivity. Opportunity cost is always real, but it can be hard for us to think about. An economist's approach to a project is to look at all the things the project will cost, and try to figure out all the costs. The economist then figures out what each cost is worth, in dollars, in hours, or in other things. The trouble, of course, is that the economist doesn't know what the costs will be. We don't know yet what it will cost to build a house, or to design a drug, or to write a computer program. To figure out what the costs of a project will be, we have to estimate them before they happen. That is a big job, and no two estimates will be the same but using project management system will help you make accurate estimates. Estimating costs is like estimating the value of a house. When a house is sold, the buyer knows how much it cost to build.

Project budgeting steps

When you budget a project, you must first estimate the time and effort required to complete the project, and then estimate how much time you think will be left over for other things.  This can be tricky. If you overestimate, you will finish the project early and have less to do. If you underestimate, you will finish late and have too much to do.

To determine how long you think the project will take, you should first estimate how much work it will take. If the project is big and complicated, you will probably have to make several estimates.  The first estimate is often vague and imprecise. Let's say you have an idea for a project, and you think it will take about three hours to do. Now divide that into three equal parts. First, estimate how long you think it will take for you to research the project. Maybe two hours of research, with thirty minutes of interruptions. Second, estimate how long you think it will take to write the proposal. Maybe three hours. Third, estimate how long you think it will take to build the prototype. Maybe two hours. Your estimates don't have to be precise. Just try to cover the range of possibilities.

Once you have your estimates, divide the time into ten equal time chunks, each representing one tenth of the time. For example, two hours of research could be divided into four chunks, each representing twenty minutes of uninterrupted work. Now add up all the chunks. If you have four chunks, you have divided two hours into four tenths of two hours, or twenty minutes each. If you have three chunks, you have divided two hours into three tenths of two hours, or fifteen minutes each.

project budget example in a construction company

A project budget example in a construction company (construction budget) estimates what it will cost to complete a specific project. The budget is usually created by a project manager who takes into consideration all of the expenses that will occur during the project. The budget is used to determine how much money needs to be collected in order to achieve a specific project. The construction of a house, for example, requires planning. The project manager first needs to find out what materials will be needed. The project manager gathers these supplies, along with any additional items that may be needed, such as paint. Next, the project manager needs to estimate the labor that will be needed to complete the project. The project can be completed by a couple of workers or by a large crew. Next, the project manager must estimate the number of hours that will be used to complete the project. The project manager can consider the time of year the project is to be completed as well as the current weather conditions. Finally, the project manager needs to estimate the cost of the supplies that will be needed. To find this number, the project manager needs to consider several factors. A project manager is careful to list all of the supplies. For example, the project manager needs to determine the cost of paint. The project manager needs to select paint that will withstand the weather conditions and the length of time the project is expected to be completed. The cost of paint that will stay wet for 90 days would be more than paint that dries in 30 days. Once all of the supplies are listed on the budget, the project manager needs to find the labor needed to complete the project. Labor is broken down into the cost of each worker. The project manager must determine the hourly cost of each worker. The project manager then needs to determine who is required to complete the project and when each worker will be ready to begin working. Once the project manager has determined how many workers are required and when each worker will be ready to begin working, he can use project reporting software to define the tasks for each person and assign the work reporting schedules.

let's crunch the numbers

Whenever you start a project, you have to decide how much money you are going to spend. This is a crucial decision. An extra $10,000 spent on making a product better might save you $100,000 in sales, but it might bankrupt you if you spent it badly. So the cost of making mistakes is much higher than the cost of making improvements. Project planning is a bit like poker: you have to know how good cards are in your hand. If you spend all your money on producing a better mousetrap, you'll fail. But if you spend it wisely on marketing, development, and production, you might get a billion-dollar company out of it. Project cost is tricky to estimate. Sometimes you need to guess. Start low, because there are always unexpected costs. If you spend too much, you may have to cut back. But you must also know that you have a good chance of spending too much. First, estimate what sorts of costs you might face. For example, if you need a new computer, you may have to spend $3,000. If you try an old computer, it may not work. So spending $3,000 is a reasonable guess. Next, estimate what sorts of costs you won't have. For example, if you don't buy a new computer, you won't have to pay computer support. So you don't really have to spend $3,000. Finally, estimate what sorts of costs you can estimate reasonably well. For example, you can usually estimate what the cost of new computer parts will be. So spending $3,000 on a new computer is probably a reasonable guess. When you're estimating total cost, remember that you can always spend less than you estimate. But you can't spend more. Using online project management software will save time and simplify the project budgeting process.

1. To make project plan using project management tools, first choose the project name. The project name is the name of your project, such as "New Employee Orientation Program." Next, add the date the project will begin. The project start date is the date the project will begin. For example, the project start date is April 1. Finally, add the date the project will be completed. The project completion date is the date the project will be completed. For example, the project completion date is August 1.
2. Next, add a description of the project. A description of your project should include the project objective, what the project will do, what the project will do, and what the project will do.
3. Next, add the project budget. A project budget is the amount of money the project will cost. Next, add the project cost. A project cost is the amount of money the project will cost.
4. Finally, add the project budget categories. A project budget category is a category that a project budget can be in.

Start with a project Schedule

A project plan can be thought of as a kind of personal business plan. It lists the projects you want to make, the goals you want to achieve, and the resources and skills you need.  Plan your projects by creating a project plan that lists the projects you want to make, the goals you want to achieve, and the resources and skills you need. To create a project schedule, first enter the project name and start and end dates. The project name is the name of your project, such as “New Employee Orientation Program”, and the start and end dates are the date the project will begin and will be completed .

Create a project timeline

A project timeline provides a running account of the progress of your project. It's a convenient way to list the tasks you have to do and to keep a record of your progress. You may use a project flow chart when creating a timeline. A project timeline is a flowchart that shows how everything should come together. It can also take the form of a Gantt chart that illustrates any other kind of project scheduling. A project timeline is a plan. A project plan sets out what you want to do, when, and how. A project timeline shows what you have to do. A project timeline shows when you have to do each task. Using project reporting software, the project timeline lays out how you'll do each task. A project timeline lets you see your project from end to end. A project timeline lays out the milestones. A milestone is an achievement that tells you when the project is done. A project timeline shows where each milestone is in relation to the starting date. A project timeline lets you see the whole project. A project timeline shows which milestones are going to happen on which dates. A project timeline lets you figure out which milestones come first. A project timeline lets you plan backwards: you know what this project needs, and when. A project timeline shows which milestones are dependent. A dependent milestone depends on another milestone. For example, if you're going to build a house, you need the foundation by a certain date. The date depends on the house design. A project timeline shows which milestones are independent. An independent milestone does not depend on anything else. For example, if you want to sell a house, you can do open houses whenever you want. Milestones help you plan a project. A project timeline lets you see the whole project. A project timeline shows which milestones are going to happen on which dates. A project timeline lets you figure out which milestones come first. A project timeline lets you plan backwards: you know what this project needs, and when.

Create a project reporting schedule

To make a project reporting schedule, define the date for reporting each milestone. Typically, milestones will be defined in terms of reportable features. The milestones for each release should be scheduled far enough apart that the team can comfortably complete all tasks between the milestones. Then track each milestone's status over time. Ideally, the status of each milestone should be visible to anyone in the project, and it should display the percentage complete for each task in the milestone. Milestones can also be used to track project progress using the PMS tools. For example, if there is a test scheduled for a milestone, mark the milestone as "Test Complete" when it passes.  If the team is working on a difficult feature, it may be obvious to the team that something is wrong. However, customers or clients may not be aware that the team has encountered difficulty. One way of avoiding this problem is to mark a milestone as "In Progress" when some aspect of the feature is still being worked on. At the end of a milestone, the status should be changed from "In Progress" to "Complete." The completed milestone can then be added to a release schedule. The release schedule should include milestones for all releases."

best practices in project planning

To get an overview of a project, you usually need to read multiple documents: the project charter, the project plan, and the project status report. Each of these documents has a slightly different purpose. The charter is a high-level document that summarizes the project's vision, goals, and scope. It is a summary of the project charter template. It is a project document, so it has goals, budgets, schedules, and so on. The project plan (sometimes called the project management plan) is a tactical document that lays out the project schedule and describes how the project will be managed. It is a project document, so it has goals, budgets, schedules, and so on. The status report is a tactical report that tells you what the project has achieved so far and what to expect in the future. It is a project document, so it has goals, budgets, schedules, and so on. The three documents work together: the charter describes the project, and the project plan describes how the project will be implemented. The project plan describes the project's progress, and the status report tells you whether the project is meeting its goals, whether any part of the project is in trouble, and whether the project is on schedule or behind schedule. The project plan is part schedule and part update.

How do you optimize project delivery? In today’s networked business environment, effective project management requires flexibility and agility. Projects often span multiple organizations, cultures and geographies. The project management system suite enables project-based organizations to collaborate on projects, and to standardize project delivery, both within and between project teams, departments and partners. These PMS tools help organizations manage project lifecycle, from planning, budgeting, cost reporting, cost and portfolio management, and resource allocation. The best online project management software offers a complete suite of project and resource management tools, including:

1. Online project Planner
2. Resource Management
3. Schedule Management
4. Cost Management
5. Client portfolio Management
6. Team records management
7. Document Management
8. Work Reporting
9. Products & Services management
10. Activity Management
11. Expense Tracking
12. Quality Management
13. Task Management
14. Reports
15. Dashboards
16. Collaboration
17. Gantt Charts
18. Timesheets
19. Expense Reports
20. Data Import & Export
21. Calendar
22. Permissions
23. Performance ratings

Profit/Loss reports

Try Finclock Project management system today

FinClock is a web-based project planning and time tracking application. It's sole purpose is to help you manage and track time, cost, and progress on your projects and tasks. You won't need to set up any project plans, create any Gantt charts, or do any data entry. FinClock allows you to track time on tasks, set estimates, and report on progress. FinClock  project management system uses an easy to use, time tracking interface that is easy for your team to learn and use. It's based on an intuitive interface where team members can make work reports online, set estimates, and report on their progress. The project reporting software interface uses standard web browsers, so no software downloads, installs, or training are required. FinClock online reports help you manage and track progress, budgets, and time. The reports track time, cost, and progress. Each team member can log in and see their task assignments, estimated hours, actual hours, and actual costs. The reports allow you to report on progress, budgets, and time.

About Online project management tools

A must-have for project managers, FinClock tracks budgets, schedules and more. FinClock takes the guess work out of your projects with real-time reporting that shows where dollars are spent or saved each day. FinClock is loaded with features for planning, budgeting and reporting to minimize gaps between budget and actual costs as well as project durations. This web application provides professionals with a single source for tracking project costs and schedule, workloads, status reports and more. Finclock team has been making tools for project managers since 2012, growing from a small team to a global team of customer success managers, DevOps and engineers. So once again we sat down and dreamed up all the amazing features an online project management system should have.

Features in a project management system

If you've ever worked on a project team, you know how much work there is in project management. But project management software is not only a necessary evil; it can be a life saver. Project Management: Project Management system is computer programs used for project management. PMS tools have has a wide variety of uses. It can be a stand alone product, or part of a suite, or integrated into a general purpose software product. The different packages of project management software fall into two main groups, work planning and cost estimating. Work planning software usually has a set of features for scheduling, budgeting, productivity tracking, and reports.

Cost estimating in projects usually has a set of features for cost control, resource allocation, project management, and billing and invoicing. The features to look for in a project management software package depend partly on what you are using it for, and partly on how big your company is. For small businesses, it can be useful to use a spreadsheet product, such as Excel, to organize your projects. This has the advantage of being low cost, and has the disadvantage of being low functionality. For larger businesses, project management software can be enormously useful, although it's expensive. The larger your company, the more important it is to get software programs that integrate with each other.

Some project management packages have modules for keeping track of time, expense, and inventory. Other programs give project management features for accounting, human resource management, and business intelligence. There are project management software for consultants, and project management software for professional services firms. Project Management Software Packages. There are a number of project management software packages on the market. Some are good, some are bad, and some aren't worth your time. Just choose wisely

1. The best feature of an project management system is the ease of use. Finclock is easy fully web-based
2. Finclock is easy to learn, but provides a lot of power.
3. Great for tracking time, but has many features for project management.
4. Provides great reports, and can easily be tweaked to be customized to your specific business.
5. Customizable, but doesn't require any form of programming experience.
6. Minimal support, but provides helpful documentation, and user forums.
7. Has very frequent and vigorous updates, and upgrades are painless.
8. Provides great customer support, and is accessible by phone and email.
9. Provides a great pricing model, providing pro and plus offerings.
10. Provides a free trial, but has a 30 day money back guarantee.
11. Finclock provides 24/7 customer support, which is great for any time, day or night.
12. Finclock provides a lot of features, but isn't bloated. The interface is clean and simple, and is easy to navigate.
13. Finclock has top security, and meets all standards.
14. Finclock has customizable security settings, which is useful for businesses with sensitive information.
15. Finclock provides web access, which is useful for businesses with remote offices.
16. Finclock is scalable and helps your business grow

Summary

Finclock is a project management system that has been designed with the needs of small businesses in mind and so contains only the essential features. There is no complex configuration or learning curve. Finclock is a simple, small-business friendly project management system for SMBs. The interface has been designed to be easy to use, and is attractively laid out. The user interface is uncluttered, with the main functions appearing at the top and bottom of each page.

The interface is responsive, so it adapts to the browser you are using. It displays equally well on a PC, a tablet, or a smartphone, and you can change the size of the font to suit the device. Finclock includes all the features a small business needs. Finclock has all the main project management functions you would expect, including:

1. Task management
2. Time management
3. Client management
4. Resource management
5. Reporting
6. Integration with accounting software
7. Email notifications
8. Task reminder emails
9. Task completion emails
10. Task notifications
11. Resource usage notifications

Project management system for your business

Project management applications can help create and facilitate projects and plan their time and budget allocation. The effort you put in will be multiplied by the software, ensuring success for your company. Finclock is a project and task management software. It is an online project management system, it connects with Google drive and google calendar. The interface is very simple. You can drag and drop tasks, set deadlines, assign to team members. Strong project management features. Finclock is a web-based project management system. It connects with Drive and Calendar. You can drag and drop tasks to set deadlines. You can assign to team members. Finclock has great time tracking features. Finclock is a project and task management software. It is an online project management system, it connects with Google drive and google calendar. The interface is very simple. You can drag and drop tasks, set deadlines, assign to team members. Strong project management features.

Manage Work online

At Finclock, we’ve built a task management tool that helps you visualize and prioritize your work. With a digital timeline, you can see all of your projects in one place. Set deadlines for each project, and the software will remind you when it is time to finish them. You can create tasks and subtasks, set priorities, and share your tasks with colleagues. The software also allows you to track your team’s progress along with your own work.

Boost employee productivity

Productivity depends on a well-managed workplace, and a task management software is the key to a prosperous business. Efficiently organize your work with it and predict possible problems before they occur. Planning out your day is crucial. A task management software can make it easy by helping you organize tasks, schedule loads, and plan your time accordingly.

Easy to use software for team management

It’s an easy-to-use, powerful tool that ensures everyone is on the same page and that the team is well-coordinated. You want a tool that gives you a bird’s-eye view of your projects and tasks. Your tasks should be organized into the right context according to their status, person responsible for them, or any other factor that matters to you. You also want a tool that prevents deadlocks by knowing who is working on what, and how your work affects others.

Manage time effectively

The basic difference between a calendar and a project management system is that a calendar shows what events you have attended, and what events you have scheduled to attend, whereas a project management system shows what events you have finished, and what events you are scheduled to finish. A calendar is helpful for managing schedules. A project management system is helpful for managing projects. The distinction is subtle, but in practice the distinction is important. Calendars are for events that you attend, and projects you have finished. a project management system is for events that you're scheduled to attend, and projects you're scheduled to finish. The difference between a calendar and a project management system is subtle, but in practice the distinction is important.

More cool features to help your business grow

There are project management systems – known as project management software, or PM software for short – that do everything. They can act as an intranet to make your whole company work better. They can help get your team organized. They can track time, costs, and project status. They can schedule tasks, work with calendars, and create Gantt charts. Most of them have email, chat, and document management built in. And they have an app store.  Finclock does all this and more. Finclock is the best PM software out there. It has the best features, and the best overall design. The Finclock team spent more than a year on design. They hired the best designers, including some of the best designers in the world. They went to the best schools in India, like IIT and BITS to study design. They spent years learning design.

Finclock is the best project management system for businesses because it organizes your team like no one else. Finclock is the best PM software out there because it organizes your team like no one else. Finclock's first feature is that it automatically creates project teams, even before you know who your team members will be.  When you create a project, Finclock starts building your team right away. It finds people already in your address book, and it automatically adds the people who accept. Finclock uses this address book to find people who already use Finclock, and it suggests them for your project.  Most people have hundreds of email addresses. Fin

Summary

The main problem is that most construction managers lack time, and it's the only resource they can't make more of. Construction managers are spending their time dealing with paperwork -- scheduling, keeping track of equipment, approving expenses, and so on. Because construction managers are spending so much time on paperwork, they are spending less time on the parts of their job that are really crucial.

Choose the right project management tools for construction workers

There is a saying in the construction industry: The job of the contractor is to make the subcontractor look good. The reason is that, as subcontractors, the construction companies always want to see their workers getting the work done well. But contractors, who hire much of the workforce, have their own agenda. They want to save money. They like workers to keep showing up, but they don't want the workers to waste time. They want the workers to do their work quickly, accurately, and neatly. Contractors therefore want timekeeping software that is easy to use. It is easy to use if the workers just punch the time on clocks and computers they wear on their belts. But contractors also want timekeeping software that is flexible. They want to be able to keep track of workers' hours easily, but they also want to be able to record, for example, a subcontractor's progress on a project. And they want timekeeping software that gives workers the information they need to do their jobs. Construction workers want project management system that is efficient. They want it to keep the contractors happy, but they also want it to help them get work done quickly.

Resolve challenges in a construction environment

Construction sites are often chaotic, messy, and dangerous places. They are full of people and tools, often of different types, and only half know what the other is doing. But they have a certain logic, too. The entire site has a set of goals, and the people who work on it try to achieve them.  For site managers, this logic is hard to see. It tends to obscure the goals and distract attention from them. But two people on the site, one the assistant to the superintendent, the other a foreman, can look at this logic and see it.  Site managers tend to see problems as problems, not opportunities. But a foreman sees problems as challenges. Opportunities. So a foreman tries to find ways of getting them done. A foreman is an engineer. He cares about doing things right. He cares about results. And he knows that results take time. But he cannot accept that as a reason to delay. Results take time, he accepts. But he doesn't accept delayed results. He wants things done now. A foreman accepts that results take time, but he gets impatient. He can't wait. He can't be bothered with details. He focuses on outcomes. He cares about the visible results. He cares about how fast the site moves from one day to the next. He doesn't care why, just that it does. A foreman needs to be free, but he doesn't want the site to be out of control. He needs to be able to focus. So he tries to keep all the workers focused on the same goals. He tries to make the site as efficient as possible, to create an environment that encourages cooperation and minimizes conflict. He tries to create an environment where all the workers know what the goals,

Achieve continuous improvement goals using Finclock Project management system

One of the things I love about construction is that there is always something new to learn. There are 100 different ways to fasten a piece of trim to a ceiling or to hang a set of cabinets, and none of them is absolutely right. The trim may look fine, but it won't hold. The cabinets may look fine, but they won't fit together. So you go and find another way to do it. As soon as you finish, you find that another way to do it is better. It makes sense to keep making new bets, because you never know which ones will pay off. Poor project management, however, means that every bet you make today will be obsolete in six months. Most companies use software that treats project management like it is just another production line. You put a project into a queue, and it gets pulled along at the rate the production line can handle. But projects aren't like assembly line parts. You can't just pull them out of the pile and slap them together. The nuts have to fit, the bolts have to fit, the cabinet doors have to fit. You can't just slap them all together. Construction projects are like three-dimensional jigsaw puzzles. Each one has to be pieced together as you go along, and you have to throw away pieces that don't fit together. You can't just

We built Finclock to help fieldworkers not complicate work

As the owner of a small service company, I wanted a system where employees could log their time, record expenses, and invoice customers. After researching the market, I found that there wasn't anything available that did what I needed. Employees found the system cumbersome to use. They were used to using their phones, and would prefer that. In addition, the expense reporting was too difficult. Customers often wanted forms with every detail filled in. These requirements made creating expense reports too time-consuming and tedious. I didn't want to build something that just met my needs, but that could solve other people's problems too. I wanted Finclock to be easy to use, and simple enough that employees didn't have to think too hard about it. We designed Finclock project management system with the assumption that the average employee won't be a coder, and won't have a degree in computer science. We implemented it in a simplified language that's easy for anyone to understand, without requiring any specialized training. We wanted to make it as simple as possible to invoice customers without requiring a lot of training from employees. We created a user-friendly system that captures expense data automatically. We made it as easy as possible for employees to track time. Employees can enter their time, and then view their schedule for the day. They can punch in and out, or they can enter start and end times, which the system uses to calculate the total hours.

Finclock, the web-based project management system, helps companies manage field service workforce.  Field service managers often have to coordinate a large number of employees across time, geography, and time zones, and with limited resources. Finclock helps field service managers plan, track, and communicate work assignments. Field service managers can assign work, monitor progress, and communicate with employees in the field on Finclock. Employees can view their assigned work and schedule it on the Finclock mobile version or their iPhone, iPad, or Android device.