Author: FinClock LLC

Summary

Project management is a set of techniques for managing projects. Here are some common skills project managers must have.

1. Communication skills.
2. Time management.
3. Problem-solving skills.
4. Presentation skills.
5. Leadership.
6. Judgment.
7. Creativity.
8. Leadership.
9. Organizing.
10. Team skills.

Why you need Project management skills in business

Project management is a set of skills used by the project manager to plan, organize, manage, control, and coordinate the activities and resources needed to achieve specific project goals. The project manager must be aware of a variety of possible methods of project planning and scheduling.

The project manager's history may be included as part of the project history.  The project manager typically conducts meetings to develop the project plans, schedules, budgets, and to identify risks, issues, and opportunities.  The project manager is often required to develop project communication and documentation procedures.

The project manager's role is to develop and oversee all project phases and to oversee all project participants using the right PMS tools for business.  The project manager is accountable for project success, and is accountable for the project's cost, quality, and schedule.  The project manager is expected to make timely and accurate decisions.

The project manager typically chooses teams, assigns tasks, and coordinates efforts and progress.  The project manager develops and maintains a project plan, which includes all project tasks, work products, and deliverables.  The project manager typically manages the activities of the project.  The project manager is responsible for assigning resources, such as staff and subcontractors, and for coordinating their activities.

The project manager typically juggles many tasks simultaneously. Using online project management software comes in handy when handling multiple projects. The project manager works with team members to identify and resolve issues.  The project manager monitors the progress of team members, and adjusts project plans when necessary.  The project manager interviews team members to make sure they are fully engaged in the project. The project manager monitors progress toward project goals.  The project manager monitors activities, and determines if the team will be successful.  The project manager assesses project risks and issues.

How to succeed in Project management

For all the talk today about project management, there are lots of reasons it doesn't make sense as a discipline. For one thing, it's too complex to be managed by a single individual; it requires a large team with a division of labor. For another thing, the projects are so diverse that they can't be streamlined into a standard process; each project has its own needs, its own goals, its own schedule. For yet another thing, the people who manage projects have so many competing priorities that it's hard to know what is important to work on.

The projects themselves, meanwhile, are often so uncertain that it's hard to know what's worth doing. The project management discipline is a response to these problems. It helps identify and exploit the common features of a project's life cycle. But some of these features are so complex that they don't lend themselves to standardization. The project management discipline has to manage complexity in its own way, by making tradeoffs.

The stakes are high. The discipline's job is to coordinate the efforts of many people, often with conflicting goals, who are all trying to produce something at the same time. The projects themselves have, or expect to have, large impact. And many projects can achieve their impact only when several people cooperate, making their own tradeoffs.

The discipline has to manage complexity in its own way, by making tradeoffs. The discipline's goal is to maximize value, whatever that turns out to be. ("Maximize value" is a phrase that has come into common use recently, and is not in the original Project Management Body of Knowledge. But "maximize value" is a perfectly good phrase, and project management's goal is to maximize value, not maximize money.)

Project management is the art of organizing the activities that must be done in order to accomplish a desired result. Project management is like any other form of organization: it works best when the people involved have a common understanding of how it is organized and how they work.

Many organizations work pretty well without project management. Although organizations with formalized project management processes are often better at getting projects done, you don't need project management to get projects done. Project management is useful because it makes all the participants in a project team work together more effectively. It brings together people from different parts of the organization. It helps each person clarify his or her role. It helps each team member understand how his or her work contributes to the project and to the overall organization. It helps each team member understand how his or her work fits into the overall project plan.

Project planning using PMS Tools online

Project management is a discipline, not a set of techniques. It is a system of organization, not a list of techniques. Every project team needs a project charter. The charter sets up the project's goals, its resources, and its schedule. Without a project charter, people are left free to do whatever they want, and the project does not really exist. Every project team needs a project schedule. The schedule tells each team member when he or she has to accomplish what. Without a schedule, no team member knows when he or she is supposed to do what.

Every project team needs a project plan. The plan describes what will happen in the project, when it will happen, and who will do it. Without a plan, it is hard for team members to know what to do, and it is hard to understand what the team members are doing. Every project team needs a project management plan. The management plan describes how the project will be managed. The plan describes how people will be allocated responsibilities, which parts of the project they will manage, and which people they will work with.

Steps in using online project management software for business managers

A project manager's job is to coordinate the efforts of many different people. That job is not easy.

People do most of the work, but they aren't very good at it at first, and they often change their minds.

A project manager has to learn that other people are as much individual personalities as they are members of teams, and deal with both.

A project manager has to keep the big picture in mind, while constantly taking small steps.

The project manager has to figure out how to be both a boss and a friend.

And a project manager has to do all this while managing their own time, and remembering that other people's time is just as valuable as their own.

This is a lot to ask of one person.

Fortunately, there are simple tools that can make it easy for the project manager.

Here are the top five:

1. A calendar.
2. A to-do list.
3. A list-of-lists.
4. A project management tool.
5. Some way of keeping organized.

Why you need online project management software in your business

Project management is a challenging task, particularly if you have many projects you need to handle at the same time. When you feel overwhelmed, it is often a good idea to seek out a project management tool. Project management software can help you manage multiple projects simultaneously, and it can help you track progress more easily. You can use project management software to identify which projects are best to take on next, and which ones should be put off for a while.

Online project management software can help you manage multiple projects simultaneously, and it can help you track progress more easily. You can use project management software to identify which projects are best to take on next, and which ones should be put off for a while.

Project management software can also help by keeping track of all of the different tasks you need to complete for each project. It can keep track of who is in charge of each task, and when it needs to get done.

Modern project management tools

A few years ago, I found myself working as a project manager on a new project. This was both exciting and daunting. Exciting because, as a software engineer, I felt I was finally doing something useful, and daunting, because I had no idea how to do it. The project involved using modern software tools to manage the software project, and it had all the classic problems. The development team was enthusiastic but disorganized; the project managers had a vague idea of how to organize the team but no clear idea of how to organize the software; the managers had a vague idea of how to organize the software but no clear idea of how to organize the business.

I learned a few things. First, that a software project, like anything, requires planning. Second, that modern tools can help a lot, if you learn how to use them. But I also learned that modern project management is like modern software engineering: nobody understands how to do it. People keep coming up with new approaches, and some of them are brilliant. But none of them are clearly better than anything else. Modern project management is like modern software engineering: nobody understands how to do it.

People keep coming up with new approaches, and some of them are brilliant. But none of them are clearly better than anything else. There's lots of evidence that modern project management doesn't work. But anyone who actually tries to implement a new plan sees that it doesn't work. The evidence of failure keeps piling up. Modern project management requires PMS tools to beat competition because everybody keeps reinventing the wheel.

Designing online project management tools for business

Project management is a lot like programming. Trying to solve a problem is the first step. Then you have to figure out which solution will work. And once you have a solution, you have to convince other people to use it. And it's tempting, once you have a solution, to think you've solved the problem.

The things that make up software are infrastructure: computers, files, databases, programming languages, and so on. The software itself is just a collection of tools you may use to solve these problems.  The things that make up project management are infrastructure too. You have templates, methodologies, tools, and standards. But these too are just tools you may use to solve these problems.

What's important is what problems you have, not the tools you use to solve them, or what methods you use to describe what you're doing. It's tempting, once you have a solution, to think you've solved the problem. So be careful. If you identify your problem incorrectly, you may build the wrong solution.

Project management in Technology

A lot of software companies talk about being "customer-focused" but in my experience, they are rarely customer-focused. They talk about being "user-centered" but in my experience, they are not user-centered. They talk about being "agile" but in my experience, they are not agile. They talk about being "stakeholder" but in my experience, they are not stakeholders. The cause, I think, is that software companies seem to think that project management is something that happens on a team. Projects happen because teams do projects. Most teams do projects poorly.

A software project is like a bridge. The designer creates the blueprint, and you, the contractor, build the bridge in accordance with the blueprint. So, if you build a bridge according to the blueprints, you build a bridge that can be built according to the blueprints. Software companies think that using PMS tools is critical for project success. But project management is project management, not project building. Most software projects don't build bridges, they build things that are not bridges. A bridge is a specific thing with a very specific function. Most software projects aren't specific things with specific functions. Usually, their function is something more general, like making information easier to move around.

Software projects don't create things; they copy things. They take existing things and make them work more efficiently. And when they do this, they almost always try to improve existing things. This makes sense. If you build a bridge, the bridge has to fit the existing terrain, and the existing terrain has to fit the existing bridges. But if you improve an existing thing, you improve the existing thing; you don't have to fit the existing thing.

Role of Project Managers in modern businesses

Designing a project plan is not just a matter of following a recipe. The project plan is only as good as the people in the team. Suppose you're in charge of moving your office to a new location, and you hire a team to do it. Everyone loves the idea, and the first day everything seems perfect. But then the hammer hits the nail, and someone rings the dinner bell, and before you know it, you're eight weeks behind schedule and everyone is furious.

It doesn't have to be this way. Suppose you gave everyone a checklist of things to do, and every day someone checked off an item on the list. But suppose the person checking the items off was kind of a jerk. With this kind of team, nothing would get done. Modern project managers need PMS tool to manage projects.

Understanding project management

Project management is a field of work that deals with the management of resources such as time, money, people, materials and equipment in order to meet specific objectives.

The project manager is the person in charge of all the activities involved with a project. To do this, the project manager must be able to plan and organize the work, assign tasks to team members, make budgets, monitor progress and control resources.

The project manager has the power to make decisions on the allocation of resources, and to keep employees informed of such decisions.

Project management is a profession and this must be done according to a strict code of ethics.

Making Money in project management

Project management is one of the most helpful disciplines for making money. If you can organize a group of people to do a task, and charge them to do it, you make a lot of money. Skilled project managers can make a lot of money.

But the only people who know how to do project management well are project managers. Not everyone can be one. Being one requires a lot of specialized knowledge. Fortunately, however, project managers need a lot of specialized knowledge. And it turns out that you don't need to be one yourself. You don't need to be the one who does the job; all you need to do is figure out what the job of the person who will be doing the job should be. Online project management software helps you to achieve more everyday with less work.

Use PMS tools for effective project management

So managing projects is a way to make wealth, for a circle of people. But it isn't the only way. There are other ways to make money by managing other people. Some of these ways involve making projects, some don't. The easiest is to buy a job from someone who has it. Then you don't have to do the work yourself. You can hire someone to do it. The trouble, of course, is that someone else has to do the job.

Another way is to hire someone to do the work for you. Here you hire one person to do the work of several people. Now your job is to find out how many people the work can be done by. Your job is then to hire someone to do the work. The biggest enterprise in management is the enterprise of managing other people. And managing other people is the thing no one does well.

The people who do the best job of managing other people are economists. Because economists are specialists. They have a special way of looking at things. They have a special way of looking at people, and at groups of people, and at businesses, and at projects. Economists have special ways of measuring things: things like productivity, or quality, or cost, or profit.

Project managers in modern projects

Summary

A project manager is, by definition, someone who manages projects. But most project managers don't manage projects, they plan them. People who plan projects often think in terms of managing budgets. They look at a project and ask how much it costs and how long it will last. They also ask how long it will take to make the project. Then they can subtract those answers to find out how much money the project will cost and how much work it will require. The problem is that those calculations don't tell you how long the project will take. They assume that everything will go according to plan that the project will start and end on schedule. Project managers use PMS tools to simplify their work

But for complex projects, things rarely go according to plan. People get sick, unexpected problems develop, and the weather doesn't always cooperate. Even when everything goes right, it can take longer than expected Project managers tend to ignore this uncertainty. They plan as if this were an ordinary business project. Instead of asking how long the various tasks will take, they predict how long they will take if everything goes according to plan.

This kind of thinking is one reason why projects take so long, and why companies lose so much money on them. If a project manager is managing the project, then, he not only has to think about money. He has to manage people as well. He has to motivate the people working on the project, educate them, and give them feedback. He has to stay in touch with the clients, respond to their requests, and explain to them why things aren't going as fast as they had hoped. He has to keep all the moving parts moving, and make sure no one gets left out. To do all that, he needs a lot of experience and the right online project management software.

Who is a project manager?

A project manager is a person who gets paid a lot to keep other people from paying a lot. Software managers are the people other project managers go to when they aren't sure what software to use. There are all kinds of software managers: software consultants, product managers, product managers for developers, project sponsors, and so on.

The job of the project manager is to make sure that other people spend as much money as they want, while staying within budget. Software managers are the people who make sure other people spend as much money as they want, while staying within budget.

What Does a project manager do?

Project management is the art of getting stuff done. The distinction between project management and business analysis is that business analysis is about solving business problems, and project management is about getting things done. The distinction can be important: I have a friend who was a consultant, and he says business analysis is "doing the due diligence," and project management is "taking the actions that bring the due diligence to fruition." The distinction between management and leadership is more subtle. As James Collins writes in Good to Great, "Leadership is about inspiring and motivating people. Management is about getting things done."

Do you wish to become a project manager?

Project management is a noble profession. But why is it noble? Why does it deserve special respect and special treatment? One reason is that it is not an academic subject. It deals with the real world, and the real world is messy: things are complicated, people are unpredictable, and things don't always work. If we want to do a good job of project management, we have to be able to deal with that. Another reason is that project management is demanding. The job is about getting things done, and getting things done requires hard choices. Sometimes you have to choose between doing it right and getting it done. Sometimes you have to do it twice, first a little and then a lot.

A third reason is that project management involves doing and not doing. You have to set priorities, make trade-offs, and decide what to spend your time on. You have to say no, even when you know you should say yes. And you have to persuade other people to do the things that need to be done, even when they don't really want to.

And these are just the things you have to do in project management. You also have to deal with people. You have to deal with the people who work for you; you have to deal with the people who work for you's boss; and you have to deal with the people who work for you's boss's boss. You have to know their interests and priorities, and you have to know their weaknesses and vulnerabilities. Sometimes you have to make them do things they don't want to do, and other times you have to persuade them to do things they do want to do. The more you have to do with people, the more project management is like being a project manager.

Summary

The most important lesson from projects is that success requires teamwork. Successful projects require everyone on the team to pull together, and everyone on the team to contribute. A project is a named set of activities that need to follow specific steps to be completed within a specific amount of time. For example, a project might be to develop a new design for a widget, or to launch a product, or to meet a payroll. By breaking these tasks down into smaller tasks, and breaking them down further into smaller tasks, you can assign specific tasks to people. These individuals then have to complete those tasks and pass the results up the line for approval, and so on.

A project manager is the person who is in charge. The project manager is responsible for the overall plan, for making sure everyone is following it, and for keeping everyone informed about progress. Sometimes people call this person a "project manager." But more often, the project manager is the person who manages people.

A project plan is created by identifying the activities needed to complete the project, and identifying who is responsible for each one. The plan should be written in a step-by-step fashion, with key dates, milestones, and deliverables. After the project plan is created, and before work begins, the project manager needs to evaluate the project.

Ask the right questions in project management

This is usually done using a simple project evaluation checklist, which lists questions such as the following:

* What are the goals?

* What problem does the project solve?

* Who will be affected by the project?

* What resources will the project use?

* How will the project be implemented?

* How will the project be tracked?

* What are the costs?

* How will the project be assessed?

* How much work has been done so far?

* When will the project manager have a detailed progress report?

* When will the project be finished?

* Who will evaluate the project?

What does a project manager need?

To understand the scope and get all the above questions right, project managers use PMS tools for business.  Project managers use software to manage projects. Software is all the clever stuff we do to make computers do things. Most software does one thing well. Software for project management doesn't do project management; it manages schedules and budgets.

Once upon a time, software was very much like hardware. You bought a computer and it came with an operating system. You bought more software. But software has advantages over hardware. Software can be copied. You can carry software with you. Software is a much more flexible tool. Yet because software does so many useful things, it is hard to keep track of all the variations in software that people use.

Fortunately, software companies don't usually want you to use their software. They use software only because it is convenient for them. The software companies have programmers who write software, and they sell that software to the people who can use it.

The people who use the software have managers, who handle their use of the software. Software companies are not in the business of managing projects. The managers of software companies sell the software; they don't manage projects. Managers of software companies sell licenses. The managers of software companies make money only if they convince the users to buy more licenses.

Project management is not product management

Project management is a set of processes, methods, and techniques used to plan, organize, manage, and control resources and time to achieve specific objectives within defined constraints, often in the context of a workplace. Modern Project management is distinct from traditional project management in that the former focuses on project management as a discipline, the latter on project management as a technique or strategy. Project management is focused on the management of a single project or set of related projects.

Project management differs from product development in that the former is the management of a specific deliverable, whereas the latter is the management of a specific product. Project management differs from program management in that the former focuses on the initiation, planning, execution, monitoring and control of specific projects, whereas the latter focuses on the initiation, planning, execution, monitoring and control of an entire program.

Project management Scenarios

The first major project I worked on was for the American Telephone and Telegraph Company. Our original idea was to build a computer version of the company's telephone directories, so that customers could look up their own names. It was always a very gradual process. First, we recruited a few dozen people, each assigned to research one aspect of the problem, then another, and another: hardware, operating systems, software, networking, and so on. Over time, we figured out what computers could do, and what the weaknesses were in what we had. Finally, we built the first working prototype, but it was too late. The technology was already obsolete.

Since then, it has always seemed like the joke was on project management. Projects were always huge, always far over budget, and often completely unworkable. How could that be? How could one group of people think they could build a software system, another group figure out how to make hardware, and a third group figure out how to transmit the data? How could these different groups ever agree? And yet, somehow, they always did.

There was a reason. The project manager wasn't in charge. The project wasn't organized as a series of little subsystems, each with its own set of contractors and bosses. Instead, we organized the project as one big system, with each component built using whatever technology was at hand. Thus, for example, the networking group designed its own operating system, and the software group created its own programming language. This idea was radical. It had never occurred to anyone before. But it worked. That project, like every successful one, had something in common: it used project management the way it should have been used, not as a collection of separate processes, but as a system.

What do modern project managers do?

Project management is the art and science of managing projects. A project is a temporary endeavor undertaken to create a unique product, service, or result. Projects are generally undertaken to meet unique goals and objectives that are often set by top management. A project is a temporary endeavor undertaken to create a unique product, service, or result. Project management is the art and science of managing complex projects. A complex project has many interdependent components and uncertain requirements.

Project managers organize, plan, direct, control and motivate people engaged in producing something. Project management is the practice of coordinating people, activities and resources to achieve specific goals and objectives.  Project management process. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Project management can be broadly defined as the application of knowledge, skills, tools and techniques to project activities to meet the project requirements. Project management uses three basic disciplines: A project management methodology (a body of theory that describes and prescribes how projects are performed). A project management methodology (a body of theory that describes and prescribes how projects are performed). Project management standards and tools (a body of standards, guidelines, and recommended practices). PMS tools (systems and software).

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.