Which is the better option?
A recent survey of IT professionals found that about 1/3 are using web-based project management software and 1/3 using desktop software. (The remaining 1/3 are using both.) This surprised me. I had assumed that web-based software was pretty much the state-of-the-art, and that web-based project management software is basically the same as desktop software. But clearly I was wrong. The differences are subtle, but significant. The user interface of web-based software tends to be more abstract and less cluttered. This is probably mainly because using a web-based software requires less clicking. But it also has the effect of making web-based software easier to use. However, the user interface of desktop software tends to be more cluttered and harder to use. This is probably partly because the user interface is not constrained by the limitations of the mouse. But it also has the effect of making desktop software harder to use. Some people argue that web-based software will be superior in the long run. But people don't switch to web-based software unless they have a good reason. And the only reasons they have to do that are if web-based software is better and cheaper. They don't switch just because it's easier. And in the long run, web-based software may be superior. But some kinds of software will be superior in some areas and inferior in others. For example, desktop software will probably be superior for programming, and web-based software will probably be superior for document assembly. My suggestion is that especially in small businesses, web-based software may initially be easier to use, but that in the long run, desktop software will be more efficient.
Advantages of Online project management system
Project management system is a really important technology for the modern age. But it's far from obvious how it works. The most common way people think about project management software is what you might expect: you open the program, and it gives you a list of tasks. You pick one, and it gives you a list of resources to assign to it. You pick one of them, and it gives you information on how long it will take. You pick one, and it gives you deadlines. You pick one, and it gives you the list of things to think about. You pick one, and it gives you a list of things to do to make it happen. You pick one, and it gives you a list of things to do if anything goes wrong. This is the way project management software is usually described. It sounds so logical, and so convenient, that it's easy to think that everyone must be doing it this way. But it doesn't work that way. The alternative approach, which makes more sense, is to think of project management software as a data store. Think of project management software as a place where you record information about a project. You record what things need to be done, and who needs to do them. You record which resources you have available, and when you have them available. You record which things could go wrong, and when. You record the deadlines, and any constraints. You record any commitments you have made to other people. So rather than do all the things that project management software usually does, you work simply with a list of tasks. You add tasks one at a time, and record who is responsible for each one. You check off completed tasks, and record when the next deadline is. Your list of tasks is not a list of things to do, but a list of things to do, and a list of things that could happen. Instead of worrying about how to get things done, you worry about what things need to be done
Why move to the cloud based options?
One of the reasons we evolved large brains was to control our behavior. And one of the ways we can do that is with rules. The most obvious and best-known rules are the ones for social interactions. But social rules also control our investments in various enterprises. And these rules, in turn, affect our behavior. The best-known rules are the ones about cooperation and competition. We are all born with a suite of instincts that give us the basic instincts for cooperation, and that control our investments. These instincts are passed on from our parents, and the traits of our parents determine our rules. Because these rules are innate, they may seem beyond our control. But in fact they are largely under our control. We can modify them, and to some extent we can change them. Our basic instincts for cooperation are the easiest to change. Consider, for example, the instinct that makes us prefer to be with babies. We are born with this instinct, and when babies are around we are generally happy. But as we grow up, we gradually lose this instinct, and our preference for babies declines. It may even go so far as to make us impatient with babies; if I hold a baby for too long, I will sometimes angrily ask it to stop crying.