Tools and ProcessesBased on the progressive case study (PCS) project, you will need to develop a list of tools and processes that you would use as the contractor of record for opening the new division office.Will you use subcontractors for different parts of the project?How will you maintain contact communication?How will you track progress, milestones, and setbacks?How will you monitor resources and budget?What reporting systems will you use?You are not expected to address all of these areas, though this is not an exhaustive list.Choose one or two components and describe the tools and processes you will use, then explain the rationale for using these tools. You may choose to use a certain tool as that is where your experience is, or it is more cost effective for example.Minimum 75-150 wordsproject_management_tools.docxProject Management Tools
We are quickly making progress through the class. We are
about one third of the way through. During the past couple
of weeks we have addressed the fundamentals and
foundations of project management essentials. It is
imperative that as we strive to be effective project managers
that we continue to develop the resources and the tools
necessary to carry forward the methodologies of
implementing key elements into the project. Using the right
tools as a project manager will exponentially grow your skills
in time management.
Having the right tools is invaluable to effective project
management. Having the right tools but not knowing what
they are or what to do with them is pointless and devaluing
to the tool and the process. The Project Manager that views
the PM process or the organizational process as a matter of
working through the checklist, does not have a clear reason
why the protocols are in place the way that they are. They
are working through the routine without giving thought as to
why things are done this way.
If a team was to service a nuclear reactor, there is a set
procedure for this process to achieve the desired result
without causing severe harm to those around. A Project
Manager that chooses to shortcut the system and do it “their
way” will likely either skip a step or do things in the wrong
order which may cause a damaging effect. For instance, if
the cooling rods are not serviced in a certain way, there can
be severe consequences.
If the Project Manager and their team have been servicing
the reactor for over 10 years and never had a problem, is it
possible that they may become comfortable with the process
and look for ways to shortcut the process and expedite the
servicing? It is highly probable. It is even possible that this
new way might be effective. However, it is not a good idea
to break protocol. There was a reason the procedure was
developed in the first place. It is when we get comfortable
with a procedure that we are more prone to make a
There are project Managers that are continuing to go
through the motions because it is the way it has
always been. This works fine for making Grandma’s old
fashion bread by hand, It does not work so well when trying
to compete at new levels or speeds not previously realized.
If the PM is not looking for or developing new ways to
recreate themselves and their team, they are slipping into
Using the same “project” tools that the organization
authorizes to every project may be more of an inhibitor if
the PM and his/her team does not know how to effectively
implement the tools. This is often where reviewing old
projects can make a difference. Look at what others have
done. Did they achieve the results they wanted or the client
wanted? If not can you as the PM discern where the issue is
and what it would take to correct this process, procedure, or
set of tools? If we are not learning from the past, we will be
condemned to repeat it.
The point of all this is to say if you are not sure what
the tool can do or how it improves the performance of
you or the team, why are you using it? There are PMs
that do not know how to use a tool effectively. There are
PMs that can whip out a schedule on paper, run 5 copies to
team leads and effectively run a multi-million dollar team on
the back of a series of paper napkins. They will then have an
Administrative Assistant that knows the computer and
software to enter the information into the PM system for a
nice clean report the team can use. If this is you, being
forced to use an iPad might seem counterproductive. The
reality is that the ipad will be able to assist you. At some
time adaptation will be necessary or required of you in order
to maintain a degree of technical expertise and operability.
Taking the time to learn the functionality will be a sound
investment if the right tools are installed. If they are not
then it is a matter of getting with the right people that can
put the right applications (MS Project, Visio, Adobe Creative
Cloud, and the like or the equivalents that will work best for
you and your team. If it becomes a glorified page to get
email or text, then it is serving a small fraction of the
potential capability.
This lecture is not about telling you what tools you need or
should use. You will need to determine what works for you
and what is offered. A Ticonderoga 2.0 will go a long way—
the Cascade Notepad application (Pencil and Paper method).
It is even operable in a power outage. The point being, find
the system that does work best for you as you continue to
develop new tools and resources that are specifically
beneficial to your team and yourself. If this cannot be done,
it may be time to reinvest in your team to determine their
needs and for what necessary outcomes.
A PM can assess a project for a bottleneck, only to find
out that they are the brick wall. If everyone else is on
the smartphone or tablets getting the work done but they
must wait for your response and you do not text, email, or
call, then you are now the problem not the solution. Develop
a free flow of information throughout your group. Develop
the resources before or as they are needed to improve the
results before they are required. This may seem impossible
due to budget restraints. Determine what is needed then
find a way to make it happen. This may require a solution
that goes beyond money.

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