Tag: Project Management

5 Reasons Why the Top Teams Choose Float for Their Resource Management

For my next “5 Reasons Why…” installment, I am presenting to you Float – the #1 rated tool for resource management on G2. With Float, you can directly integrate with your project management tools like Jira, Asana, WorkflowMax, Trello, QuickBooks, and more. Let’s consider my 5 reasons why…

1.It’s easy-to-use with powerful scheduling capabilities

Scheduling in Float is fast and intuitive. Click anywhere on your schedule to start creating and assigning tasks in seconds. Add repeating tasks and assign them to multiple people in just a few clicks. Make changes fast with a right-click menu and keyboard shortcuts. Integrate with your existing project management tools like Asana, Jira, Teamwork, and more to sync your projects between both.

 2. Get a high-level and accurate view of your team’s capacity

Float makes capacity planning a breeze. Set custom work hours at a team and individual level, import and assign public holidays, schedule time off, and set a status to let your team know where you’re working from (e.g., the beach house or the living room!). Float also, integrates Google and Outlook Calendar, so you can sync events directly to your resource schedule, and/or send Float tasks back to your calendar tool.

3. Create project phases and plan project timelines

Float’s project planning features help you set up your team for success. Plan with precision by breaking down bigger projects into smaller parts with phases. Set a budget for the total project or a phase, and monitor spend in real-time. Add project milestones to keep your team on track, and link tasks together to visualize dependencies and shift timelines quickly.

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4. Track your team’s time and compare your project estimates to actuals

Time tracking in Float is simple and easy with pre-filled timesheets based on your work schedule. See the actual time it takes your team to complete tasks and monitor your budgets and project progress in real-time. Powerful reporting lets you compare your project estimates with actuals to accurately forecast your capacity for future projects.

5. Sync directly with your project management and calendar tools and schedule on the go with the Float mobile app

Float’s direct integrations save you time by streamlining your project workflows. Integrate directly with project management tools like Asana, Jira, Trello, Teamwork, WorkflowMax, and QuickBooks. Sync your schedule with Google and Outlook Calendar. Automate reminders and send updates to your team with the Slack Notifications App. Take your schedule on the go with a mobile app for iOS and Android.

Ready to try it?

Are you convinced and ready to give Float a try? Check out all of Float’s integrations and resource management features on their website, and try a free 30-day trial here.

5 reasons why you should choose Twproject

In my next installment of this ongoing “5 Reasons Why…” series I’d like to discuss 5 reasons why you should be checking out Twproject for all of your project management needs whether your projects are traditional waterfall projects or you prescribe to an agile methodology for managing your project. Twproject works with both… which is the first point on my list of 5…

Project Management:  Waterfall or Agile

Different businesses need different planning. And indeed, different projects need different planning. Therefore, Twproject lets you choose the method fitting the best, not forcing you in one way or another. Twproject supports the classic Waterfall method or the Agile one.

There is no single universal answer and each project manager can choose the best method for a given situation. This project management software allows you to create sophisticated Gantt charts or manage tasks through prioritized lists.

In short, Twproject enables you to easily and quickly plan your work, choosing the most fitting project management methodologies, or even mixing them at your own pace. On-going projects will be monitored by complete statistics, allowing you to have a clear idea of your project health. In late phases, bottlenecks, every problem will be identified in time.

Resource and Workload management

The goal of every company is to make more efficient use of resources and reduce waste.

Twproject lets you create all your company structure anche customers to have all of them in one place only. Once your teams are created you can assign them to projects and measure their allocation easily.

Should a resource be under-or over-allocated, this issue will be easily identifiable and with a few clicks, you will be able to correct your planning, generating alerts at the same time as the change.

By ensuring a correct workload distribution, a positive, seamless, and stress-free workflow can be created, contributing to the sustainable future of the organization and keeping employee morale high.

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Always up to date with dedicated dashboards and notification

Twproject includes by design a complete security model mapping your company structure. You will always be sure that persons will see only what they are allowed to see. Projects, costs, documents, anything can be secured.

In this software, you can build dedicated dashboards in which you supervise projects’ status and in which resources will be constantly updated on the work to be done, with their relative priorities and deadlines.

With Twproject, the project manager will be able to stay up-to-date at all times.

Moreover, the software includes an internal messaging service through which it is possible to communicate promptly and clearly with the team in general or, if necessary, with an individual member.

A software for PM but also for the team (to-do list and kanban)

The most interesting aspect of this software is that it has been designed to respond to different needs. Needs for PM such those mentioned before like projects structure, statistics, costs, but also for the team that needs to manage the everyday work. Twproject includes a very friendly to-do list attached to project phases that can be prioritized, ordered, managed in a powerful kanban board to help every resource of the team accomplish his own work.

Cost management, document management, and much more (h3)

During a project, it is vital to always keep an eye on budget and cost trends, as during its life cycle, the possibilities of scope creep increase and the likelihood of a project going off the rails becomes quite high.

Twproject provides great aid in this because it allows you to monitor project costs and compare them with planned costs at all times. Twproject not only manages project costs but also resources costs. You can assign a budget to a specific resource and that resource will be able to record his or her personal expenses directly within the system quickly and easily. Twproject lets you also attach documents to your projects, manage chats with the team, meetings, and much more.

Needless to say, when you’re not using project management software, you’re likely wasting a lot of time on small things and accomplishing more work than necessary.

It’s hard to keep track of who’s working on what, cross-team collaboration is inefficient, and it gets lost in emails and other communication tools. Hence, deadlines are missed and customers grow dissatisfied.

Therefore, using the right software is practically a must. Doing so will result in a significant improvement in productivity which, in turn, leads to more profit for your company. High quality in the least amount of time, is what businesses want to achieve.

Call to action

Once you decide to make use of a project management software, it will be wise to use the one that brings you the most benefits among those available on the market, and Twproject is definitely among the best. Twproject streamlines project planning increases workflow efficiency and optimizes collaboration visibility. It also comes with a 15-day free trial for you to personally test its potential. Try it now, you won’t regret it.

A Tale of Three Initiatives: Project Management Lessons from the French Revolution

“I.T. was the best of times, I.T. was the worst of times, I.T. was the age of wisdom, I.T. was the age of foolishness, I.T. was the season of light, I.T. was the season of darkness, I.T. was the spring of hope, I.T. was the winter of despair…” 

– Apologies to Charles Dickens

The structured thought processes of the conventional information technology initiative make it most difficult to fathom the chaotic conditions under which some initiatives have been forced to exist and progress. Accounts follow of three real-world transformation initiatives observed in their respective environments, with subsequent analysis and introspection, however difficult, in the months and years following each initiative’s protracted imprisonment in its own Bastille. Perchance posterity can, from considering these telling accounts, be forewarned, find shared experience, be nourished by hope and so see their initiatives and organizations recalled to life.

Anarchy Amid Revolution – the First Initiative

Market-driven, shaped with individuals rather than processes – using tools of expediency, hopeful underestimation, and organizational self-protection, Initiative One brought together several worst practices at the most interesting of times.  The tiny, explosive seeds of its revolution had been planted.  This revolution, though, with upheaval arising from every corner, seemed more like several simultaneous revolutions cast to play out their history together:

  • Wired and wireless network upgrades, including for the first time, mobile image transmission
  • 3G network product launch
  • Corporate introduction of more mature software management processes
  • A languishing business environment and sector
  • Organizational realignment
  • A large cost challenge to the Information Technology organization.

These would culminate in eight months in a massive nationwide, next-generation telecommunications product launch.  To compound matters, this 3G launch, with millions of dollars in mail, print, and television ads attached to a fixed rollout date, had Initiative One’s product – pictures over mobile phones – as its centerpiece.  However, at the peak of development, the time when all proper projects should round out their design phase, Initiative One dropped its refined and well-mannered Victorian demeanor.

In mid-stream, Initiative One recast itself – its governance and solution – with only four months left until nationwide launch.  To have a tractable time-bound solution, the project would now be managed out of the Mobile Devices group, and image hosting would be outsourced to vendors.  The cross-functional project team fashioned agreements to have the Mobile Devices group supply regular daily status, to report and act on issues in a timely manner.  These agreements were not adhered to, leaving Product Development and Project Management without substantive feedback for effective decision aiding and management.

Product Development then “delegated” to Information Technology a twisted project management role, as an information hunter-gatherer to find and broadcast test results coming out of the mobile devices group. This is best described as a large test-and-fix marathon – mobile phones not talking to mobile phones, mobile phones not talking with networks, and networks not talking with vendor websites.  Not under software process control, load after a load of handset client software marched forward into the group, fixing some problems while undoing or nullifying fixes others had previously made.

With good project management practice resident in organizations other than those that performed the work, no reliable schedules, target completions or effective mitigation plans could be identified.  One group withdrew their post-launch implementation support at the eleventh hour, leaving a new process to be created and integrated.  The scenario played out as expected, with product time-to-launch measured relatively in progressively smaller and smaller units.

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Aristocratic Correctness without Redress – the Second Initiative

Initiative Two was a program that sported the familiar central repository theme updated for 21st-century use – a “directory of directories“ joining all company customer information at central access and synchronization point.  In one felled swoop, address multilevel identity and security, Internet and wireless customer privacy, a positive customer experience, and future marketing information needs.

This was an innovative infrastructure program – but issued out of the product development group – a square peg, as it were, barely understandable to confused stakeholders who viewed it as a product and kept inquiring “where does the revenue come from?”  New project advocates therefore could not be recruited for the same reason, hindering the development of critical mass.  Requirements became delayed due to project product manager resource issues.  After onboarding a directory and identity management consulting firm and conducting departmental education sessions, the program burned dollars with little earned value. With the product manager’s exodus to new business, a formal leadership vacuum existed on several levels.  The IT-based project manager filled the vacuum during this time with the necessary stimulus and control to keep moving forward.

Creeping up on Initiative Two, though, was a much more formidable sponsorship vacuum.  Eminently evident through various presentations was the fact that the sponsor’s version – that is all it was – not merely intersected with Initiative Two but competed for its design and development.

In a defining moment in a stakeholder review, Project Two came under guerilla attack from its own sponsor.  To augment “vision” the sponsor wanted the strategic project in his division, using his approach, a semantic Web 2.0 to tie together all customer information, without proven software.  Like binary stars, each organization played the sun, periodically drawing the other organization out of its intended rendezvous with the enterprise.  Without nurturing from a bona fide and engaged sponsor, or countermanding of the sponsor from leadership, the project could no longer execute.  It would come under alternate organizational control or would fail.

Control under Revolting Conditions – the Third Initiative

Oriented toward a massive upgrade of over 1000 servers throughout an enterprise, Initiative Three was a program charged with renewing obsolete server infrastructure for a government-mandated strategic modernization.  Under the surface, however, inter-organizational conflict was brewing.

Because of outsourced roles, responsibilities differed from what the client organization was accustomed to, and work done by certain internal groups was now done by other internal groups.  Nor was the program communication structure streamlined.  Program organization had several layers, with a Big Six consultancy contracting in a quasi-oversight program capacity between the company’s senior executives and the contracted project management group based 800 miles away in the vendor’s facility.  Project execution was in one place and program reporting in another, with no face-to-face cross-collaboration.  Despite these red flags and in favor of getting the 12-month program rolling, guidance and communications needed for proper enterprise rollout were not provided to the affected masses.

Over three or four months, the program consulting group began to lose control over the several dozen individual projects comprising the server upgrade program, and the program soon earned Red status.  Consequently, attempting to focus attention on the project managers rather than themselves, the consulting group sought to manufacture evidence of project manager nonperformance by doling out exhaustive status reporting assignments to the project managers with increasingly short response times, some that were due only hours later.  Despite reporting status weekly in a high-power enterprise project management tool, the consultants directed project managers to track detailed project status daily with crude Excel milestone spreadsheets of over 20,000 cells.

As time went on, it was apparent that senior management’s feedback and direction to the project managers did not match the data the project managers had reported.  The intermediary apparently was telling a different story to senior management to throw vendor project managers “under the bus”.  When this consulting treachery was confronted by one project manager, the consulting firm’s technical lead responded with “I like to have my cake and eat it too.” – an ironic twist on Marie Antoinette’s famous declaration “Let them eat cake”.

Reapplying Lessons Learned – Liberty, Equality, Fraternity

The difficult circumstances of Initiatives One through Three required thoughtful, yet diverse short-term solutions to ensure an immediate degree of success in each.  Longer-term, applying organizational and management models that are more preemptive in nature can avert the occurrence of such circumstances with built-in safeguards.

Initiative Three required aligning the parochial objectives of the “middleman” to the strategic objectives and execution of the organization. This was accomplished through frank conversations with executive leadership that resulted in shifting consulting personnel to other duties.

Initiative Two had been proposed 18 months earlier to IT, who declined it.  With sponsorship so important, one thing was clear.  With the right home, the initiative could thrive. At the onset, the mission had seemed bold and right but became one of navigating home.  To counteract the effects of the square peg and the competing sponsor, new project ownership advocacy began.  The project would move to Enterprise Applications where it first emerged, the right move for company shareholders.  After a three-year circuit Project Two and was successful, albeit in different technical form.

The Initiative Two injustices were dealt with through repeated escalation to senior leadership levels, after project and reputational damage had been done.  Sponsorship and governance at their worst are never passive, and at best the sponsor is a champion for all the initiative entails and for its success. A prerequisite to assuring project success is understanding the sponsor’s mission, stance, and engagement. It behooves organizations to clarify the product development/project management relationship so that pure infrastructure is never cast in a product light.

The anarchical rather than hierarchical structure Initiative One had, combined with the “tyranny of the urgent”, brought with it a displaced-control, fragmented change of command, inability to react to project risk events, and 100-hour workweeks for some.  The refusal to provide 10-minute daily status between departments was overcome by embedding the project manager in the Mobile Devices group for four hours each day, effective but costly.  Later addition of more mature software management processes, such as an IT project office and an enterprise Business-IT account management organization undoubtedly helped to prevent similar abuses in subsequent initiatives.

What is advocated here is not tearing down authority but replacing antiquated, ill-applied structures and methodologies, introduced for well-intended reasons, that during their tenure constituted “aristocracies”.  However, independent of what revolutionary project governance may be instituted, human nature dictates that aristocratic practices will always lie on the horizon, co-mingling with the project and its performance, to be dealt with as Providence dictates.  Fortunately, doctrine and apparatus are available to mount campaigns to enhance our initiatives’ probability of success and return on investment (ROI).

LIBERTY – Respond to Chaos with Effective Structure

From the seeds of early management practice, through the work of Frederick Taylor, Henry Gantt, and others, modern project management practice emerged in the 1950s as a way to control large projects, especially in the space and defense systems arena.  Using structured, rigid techniques, they were forced to handle greater complexity from cumbersome military standards invoked to overcome Vietnam war failures.  Invoking heavy management and coordination processes, the practice was unable to respond to increasingly rapid business environments propelled by computing technology and the Internet.

Classical software development life cycle (SDLC) methods and Project Management Offices (PMO) have a place. Without the liberty to adapt project or program structure to business circumstances, though, they constrain the ability to succeed, evidenced by low project success rates over several decades and subsequent introduction of Agile.  Increased adoption of existing methods and applying newer strategies such as benefits realization have improved success rates moderately.

Craft your organizational manifesto, governance, and initiative methodologies so that each class of initiatives has choices that promote success and manage them as a system of systems (people, process, and technology).  At the enterprise level, a mix of execution frameworks and methodologies such as Scaled Agile Framework (SAFe®) and others allows portfolios to be managed flexibly for type, size, structure, and partnerships, for delivery in the manner needed for their context.

EQUALITY – Committed Citizenry Over Self-importance

Organizational myopia, parochial agendas and turf battles rob the organization of focus, time, and resources, limit employee engagement, create fissures in the organization, and in the worst cases can lead to schisms and costly failures. Quality and return on investment take major hits as well.  Preemptive leadership commitment and direction in these areas can stave off the drag that can result from practices that run counter to high-performing teams.

On the technology side, many project delays and failures are due to scarce resources performing development tasks in narrow time windows.  An enterprise agile framework can bring business and technology groups closer together, promoting citizen access and citizen development that can democratize business improvement, placing the work where the business expertise lies.  Because it distributes work, it contributes to leveling resources across the enterprise.  Ensure as well that policy is in place for cloud and on-premise applications that benefit from citizen application development.

FRATERNITY – Good Will is Everything

Project 3 suffered from overzealous ambition and expansionism of hired consultants.  It is excellent collaborative teamwork that creates the “ROI of Working Together©”.  Every negative project and program collaboration, whether misalignment, unintegrated processes, or the more personality-based, such as turf battles, hidden agendas, personal incentives, or threatened responsibilities carries with it lost opportunity cost that organizations and teams might have realized by working together for the good of others using evidence-based management.  The “helicopter mindset” seeks the perspective and the good of entities one level higher than that being evaluated, rising above horizontal concerns to see the more encompassing view.  For Project Three, this was company shareholders.

Fraternity is not limited to teams and organizations, though.  When we design processes to work together rather than opposed, the “fraternity of process” results, and the road is smoother. Ensure also that vendors have your organization’s interest at heart and are accountable contractually for deficiencies they may demonstrate. Expertise-driven Product Development (XPD) is a helpful procurement framework employing proven tools for procurement and project delivery, organizational change, and benchmarking.

 VIVE la TRANSFORMATION!

We think and act as if we are in the Information Age when really, we are in an Age of Interactions ensuring volatility, uncertainty, complexity, and ambiguity. Even so, we are more empowered than ever to organize for victory.

Doctrine, in the form of pillars, values and principles, and battle gear, in the form of processes and interactions – are readily available to mount effective campaigns to enhance our initiatives’ success and ROI levels.

Engaging our revolutionary armies to act strategically and responsibly in the areas below by will set in motion advances that ultimately will help us topple reigning negative cultural and process dynamics and align our organizations in better ways to deliver responsive, customer-centric, value-focused, and permanent business transformation:

For smaller companies seeking the next level (especially startups with ad hoc processes):

  • Align business and project delivery processes to corporate mission and business objectives.
  • Create a culture of cross-enterprise teamwork – People are your organization’s lifeblood and your finest resource. Autonomy and committed teamwork can improve motivation and help deliver real business value.
  • Implement Business Analysis, two-prong portfolio management (standard/fast-track), and associated governance.
  • Institute DevOps – Continuous exploration, integration, and deployment helps drive quality and value in deploying and releasing software and network functions, by automating build and test.
  • Alternatively, commit to implementing appropriate agile methods and organizations that are scalable across the enterprise (SAFe®). Pockets of agile in an organization derive limited value.
  • Research industry activity and trends for proven best practices and apply the best judiciously at all levels.

Additionally, for mid-sized companies seeking the next level:

  • Create and inculcate open, rapid communication feedback loops. Enable the workforce to keep leadership well-informed, to react quickly to threats to progress, and to warn proactively when necessary.
  • Codify simplified corporate policies governing project/program investment selection and prioritization.
  • Start a portfolio-managed PMO, with appropriate lean-agile constructs. SAFe® agile trains allow agile to scale.
  • Embrace business value streams and digital transformation that enable rapid business value delivery.
  • Institute Enterprise Architecture for consistency and control of technology infrastructure and data.

Additionally, for large companies seeking the next level:

  • Ensure you have a three-year strategic roadmap capability with enterprise interdependency management. Management, instrumentation, and discovery servers discover business asset dependencies automatically and map relationships.
  • Advance digital transformation – Implement an operational backbone, a coherent set of enterprise systems, data, and processes supporting core operations, from which successive digital business can be built.
  • Take advantage of citizen development opportunities – Disperse workloads and democratize control by introducing applications and services that enable “citizen development” by business users as initiatives arise.
  • Embrace the benefits and returns available when companies employ design thinking. A 2019 Forrester Research study identified its benefits to the process, project results, and organizations, average per-project ROI of 229 percent and average organizational ROI of 85 percent from mature design thinking practice at scale.
  • Institute a well-placed independent Business Architecture group in your organization. This will provide definition, consistency, and control of complex business value streams.

5 Reasons to Consider pmxboard Portfolio Management Board Set for your professional and private life

1. The most comprehensive and complete Portfolio Board Kit that captures up to 20 projects & programs on it!

Special design Portfolio Board provides a complete overview of a large portfolio up to 20 projects and programs. You can easily sense overall status of each project on the board from 10 feet and in 3 seconds. 20 separate projects on each line also provide separate status for sub KPIs with color codes. You can even capture main risks, se the priorities, identify project managers, sponsors and portfolio manager.

2. Complete Overview with several sub KPIs on it. You will not miss any important KPI on your board. The board includes below Sections and subsections on it;

Project & Product Introduction

> Priority setting column

> Overall Project Status Indicator (with color magnets)

> Project & Product Name

> Project Lead Name

> Sponsor Name

Milestones & Stages

> Progress bar up to 6 milestones (with color magnets). Milestone names can be customized

Timelines

> Overall Timeline Status

> Project Start, Project End (Target), Project End (Actual)

> Breakdown for each predefined 6 Milestones; individual status of each milestone (with color magnets), Target and Actual completion dates

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Budget

> Budget Status (with color magnets)

> Projected Budget

> Actual Budget Spending

Notes & Risks

> Additional Space for notes and risks

3. Ultra Light Full Magnetic Board with two options to locate it

The board is just over 6 lb! A special high density EVA material used to make this board! It is light, nice looking and full magnetic. eco-friendly UV printing keeps the visual aspects and the color quality high. You can keep writing and cleaning this board for long years without realizing and degradation in quality.

The board can be put on a wall or any surface by using two wall mount holes, or alternatively, it can be snapped on another magnetic board easily.

4. You can maximize the visuality of your board with 666 Color Coded Status Indicators that come with the set

Not only the overall project & program status can be color coded in relation to their actual status, you can also color code many sub KPIs to distinguish what is on track and what is not! Moreover, it has 6 staged progress-bar where anybody can see the progress on each project easily without needing to even review any detail at the first glance! You just snap them on the board at the designated spaces! When you need to learn more detail about any reported status on the board, you can do that directly on the board. All milestones’ timelines as well as budget KPIs compare targets to actuals, so you can see easily why any given KPI is red, yellow or green right just on the board!

5. Provides the best tool for the most effective communication across the board.

Regardless you are using this in a small team, as part of a big organization, or at home, it will communicate the right message with everybody from every level. The project team members, management and executives will enjoy the holistic overview in one board and it will improve the communication and transparency dramatically.

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5 Reasons Why Paymo is One of the Most Versatile Project Management Software Tools

In my laser-focused series of 5 reasons to know and try useful project management software, this piece will be featuring Paymo.

Paymo is one of the most versatile project management tools out there, a once standalone time-tracking and invoicing app that has developed into a full-grown work management platform, celebrating its 14-year anniversary now in 2021.

Why should you give Paymo a go?

1. Paymo offers a unique combination of task management, time tracking, and invoicing among others.

It’s a clean and easy-to-adopt work management software for your daily workflow. Paymo has been constantly adding new features that people actually use. It enables you to take your project from the early planning stages down to its closure, and most importantly – to payment. It’s a versatile platform, converging clients, projects, employee timesheets, and invoices into one platform. It offers various tools like Portfolio Gantt Chart, an insightful Dashboard, Team’s Tasks, and many others. If you work in a team, there’s a team scheduling module that tackles the frustration of under and overbookings.

All in all, it’s convenient, it’s seamless and cost-effective. You want a work management solution that integrates smoothly without having to pay for third-party apps and tools.

2.Paymo is at your fingertips on all platforms

Speaking of versatile project management software, Paymo users have all the options they want when working on their projects, remote or not. Whether you are a manager, team member, or freelancer, Paymo is available on the web, desktop (Windows, Mac OS X, Linux), and smartphone/tablet (iOS, Android). Paymo Plus, the automatic time tracking solution, is available   All you need is an Internet connection.

What’s more, Paymo integrates with dozens of third-party applications, such as Google Apps, Zapier, Adobe CC, Slack, and plenty others. This way, Paymo users can automate their workflow even more to facilitate their work.

 

3. Paymo takes time tracking to the next level

Paymo covers multiple native time tracking methods – a web timer, a desktop widget, a mobile time tracker, and an automatic time tracker for your desktop. With a few simple clicks, users can take all their time entries and turn them into time reports, timesheets, and invoices in order to get paid fairly. If someone’s a big fan of automation, Paymo Plus’ automatic tracker allows them to pair any time entry with related tasks in Paymo. Users simply have to leave Paymo Plus running in the background and clock out at the end of the day. They can create rules to pair and delete entries for yet another boost in automation.

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4. Paymo’s mobile app is a powerhouse in itself

Paymo outdid itself by taking its former basic time tracking app and turning it into a full-fledged mobile app that has a clear competitive edge. It boasts advanced functionality, such as task management (task details, project updates, global search), timesheets, time tracking, and active timers. Its latest upgrade is mobile invoicing. So, besides creating, previewing, and sending out invoices, users can organize their project expenses neatly in Paymo.

With a few taps and quick actions, users manage their projects and clients on the go, communicate in real-time, track their time, and turn timesheets into invoices. Paymo enables them to choose between 85+ currencies when billing their clients, and 15 language templates that are highly customizable.

5. Paymo is available in 22 languages

Speaking of languages, miscommunication is a hassle in your mother tongue, let alone a second or third language. This is why Paymo is available in 22 languages and constantly growing, trusted by more than 150,000 agencies, firms, universities, consultants, and freelancers from more than 100 countries worldwide. Using Paymo, users won’t have language barriers stopping them from working on multiple projects with collaborators (and clients!) from all over the world.