Tag: Project Management

5 Reasons to Consider pmxboard Full Agile Management Board Set for your professional and private life!

1.The first and the only full Agile and Lean Management Set! The most comprehensive Agile Management Set in the world

Everything you would need in order to build your complete Agile process is in one package. There is no other product on the market that you would get and build your entire Agile Board without needing to purchase additional items. The set comes with pre designed but also customizable full magnetic board, which weights just above 6 lbs, and comes with 84 pieces of magnetic cards set in order to build your Kanban, Scrum, or any other type of Lean Board. Moreover, the set comes with accessories such as tripod to locate your board, special magnetic card markers, board markers as well as cleaning sets.

2. Pre designed Full Magnetic Lean Board comes with the set

The special board comes with a beautiful design, it is fully magnetic, high quality and increadibly light! You can snap your magnetic cards anywhere on the board, you can also use it as a white board and write on it. The columns are already created for you however, you can also customize the headlines via using the extra empty headline cards that come with the set, so you do not need to use the pre-defined column headlines if you do not want to.

3. Full Magnetic Agile Management Card Set comes with the set!

The magnetic card set that comes with ore-designed magnetic board has everything in it. The magnetic set consists of below items;

  • 60 Task Cards in three colors to help with grouping (Gray, Green, Yellow). 20 cards of each colors. The Task Cards have designated spaces to write the headline of the task, a bigger space to write down details and also quick recognizable circle on the right bottom either to write task owner’s initials, or due date of the task, ow both.

  • 10 Blocker Cards. Which Lean Board would not need blocker cards? But, pmxboard blocker cards are not only visually distinguisable easily, also you can drop quick notes on it. They spap directly on the board, or even on other magnetic cards. So, it gives great flexibility to identify risky items on the overall board easily.
  • 10 Details Cards. Whenever and wherever you need to capture more details and you need more space, detail cards come in handy. They can be easily paired or stacked with task cards, or can receive blocker cards on themselves.
  • 4 Empty Headline Cards. These headline cards provide great flexibility to customize your board if you need to change the pre-designed headlines on the board. You can easily snap them on the existing headlines on the board, and change the column headline to your specific need.


4. Gives three options to locate your board and your board can be mobile!

One of the things I like most with this set is that the board is not like any standard board on the market which most of them are bulky, difficult to handle, and you have to find a permanent place on a wall to put your board. Unlike these standard boards, because the materials they used on this board (high density EVA) provides great weight advantage, just over 6 lb, it basically gives you the freedom to move your board around easily and make it mobile if you do not want to hang it on a wall, which hanging on a wall is is also an option if you like to. The set comes with a tripod, so you can literally put your board on this tripod and move it around easily, even with one hand because of its leight weight. The magnetic power between the board and the magnetic cards on it are strong enough and they stay intact during normal maneveours.

5. You can use this set over and over for many projects!

All the pieces in this set have gone through realibility tests in order to make sure that they are reusable, and the quality does not downgrade easily over time. You can wash the magnetic cards, clear off completely, same with the board, and they will stay as if they are new. They used eco-friendly UV printing on the products, and it provides the highest quality and durability for this kind of products.

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How to Streamline Your Business to Increase Your Productivity

It’s easy to get caught in the daily whirlwind, especially when you have a long list of tasks and boatloads of firefighting to do.

However, if left unchecked, all these, on top of sticking to manual processes, can bog you and your employees down — leading to inefficient workflows, low productivity, and even cost you money.

The solution? Streamline your business processes to save time and resources, manage your workload better, and ensure your business operates optimally.

While there is no one-size-fits-all formula to achieve efficient business processes and workflows, there are tried and true ways to help you pull this off — which we’ll cover in this guide.

1. Leverage cloud-based apps

Completing tasks efficiently can be challenging and almost impossible when your critical tools are only accessible from one physical location.

After all, this kind of setup means your team would need to travel to access your tools. They could also overlook tasks easily because they couldn’t do them immediately.

This can seriously impact your team’s and company’s overall productivity and add to your already full workload.

This is where cloud-based software comes in handy.

With a cloud-based solution, your team can access your tools anytime and anywhere using compatible devices with an internet connection.

For instance, Record360’s equipment inspection software can streamline processes through digital workflows and forms.

The company provides paperless equipment inspection forms users can easily access and process through its cloud-based software.

This allows teams to conduct equipment inspections seamlessly, whether at a project site, at a different branch, or anywhere else, as long as they are connected to the internet.

With the cloud-based tool, your team won’t need to travel to your nearest branch or office, obtain paper forms to perform the inspections, and send the document after completing it.

Users can accomplish all these steps from the app, and everything gets stored in the cloud for managers and other authorized users to access with ease.

Cloud-based apps can streamline business processes by allowing quick and easy access to tools anywhere and eliminating the long back and forth of manual, non-cloud tools. This makes your workflows more efficient while saving you work hours and resources.


2. Use task management tools

An inefficient task management process can be one of the biggest killers of productivity.

Without proper task management, you and your teams would be hard-pressed to collaborate and communicate efficiently and, in turn, streamline your business processes.

Team project management tools provide a solution through functionalities that expedite your team communication, collaboration, and task management processes.

These features include showing task updates and progress in real time, interactive board views, and other collaboration tools.

Project team management tool ClickUp, for instance, has document, goals, and task modules on the mobile and browser app. This allows your team to plan and organize tasks while collaborating seamlessly.

Some of the software’s other key features include docs, goals, calendars, reminders, and an inbox that make assigning, tracking, and managing tasks more efficient.

The software offers proprietary and customizable features, allowing you to adopt multiple views and functionalities for specific teams and functions.

A reliable project and task management software helps eliminate the friction and resource-draining aspects of using separate tools. It also provides features that simplify tasks, speeding up your workflows and increasing productivity.

3. Automate where you can

Adopting automation into your systems is one of the fastest ways to improve your business’s process efficiency while making your team’s lives a lot easier.

For instance, if your customer support team spends hours each week gathering contact details from potential leads and answering basic client queries, automate critical parts of the process by using Artificial Intelligence or AI chatbot software.

Chatbot platform ActiveChat, for example, combines AI natural language understanding with decision-tree chatbots to automate your customer communications.

The software lets you create a flexible, no-code chatbot you can easily implement on various platforms such as Facebook messenger, your website, SMS, email, and other communication channels.

You can use the software’s native website chat to begin client conversations and continue them on channels your customers use. It can automatically match users across your channels, allowing you to provide a seamless multi-channel customer service experience.

A powerful AI chatbot can take the load off your customer service team by handling the majority of repetitive, less complicated tasks.

With this, your team can automate tedious, time-consuming customer service jobs and focus on more complex tasks instead. This can speed up workflows and issue resolution, improving your customer service quality and increasing productivity.

4. Minimize meetings

While meetings are critical for planning, collaboration, and other activities, they’re not always the most effective option. Some meetings are better off as quick phone calls, chats, and emails to help you optimize precious work hours.

Assess where you can replace in-person meetings with an email, team chat, or video conference. This way, you won’t need to wait around until everyone’s schedule is clear to hold the meeting, no one has to travel anywhere, and everyone can use the time saved for work.

Use free video conferencing tools such as Google Meet as an alternative to holding in-person meetings. You can also use it to meet with your remote team members regularly with little to no expense.

Google Meet offers a simple interface, and all you need to use it is a Google account. You can schedule meetings on your Google calendar, and it auto-generates a Meet room link included in your meeting invitation.

The tool offers meeting/conferencing features and tools, including a whiteboard, in-call chat, auto-captions, and a screen sharing option for seamless presentations and other uses.

Make your meetings more productive by using a reliable tool. This also streamlines communicating with your team members and prevents them from eating into your productive hours while minimizing the strain of long meetings.

The bottomline to achieving an efficient and productive business

While getting your business to work like clockwork with no kinks can require a bit of elbow grease and investing in the right tools, it doesn’t have to be rocket science.

Iron out what your business needs and use tools that work best to streamline your workflows, automate your tedious tasks, and increase your company’s overall efficiency and productivity.

Establishing the right strategies on top of adopting the best-fitting tools into your systems and tech stack also helps you streamline your processes while saving time, cutting costs, and giving you more room to focus on growing business.

Take the first steps into streamlining your business processes to boost your business efficiency and productivity, starting with the tips in this guide.

Strategic Adaptability in the Face of Change

In late 2019/early 2020, the Division of Environmental Health Science and Practice (DEHSP) developed a comprehensive strategic plan that outlined the key focus areas, objectives, and milestones the division planned to accomplish by 2024. The strategic plan was being disseminated right as the world was grappling with the uncertainty, fear, and panic of the COVID-19 pandemic. Like so many other businesses and organizations, almost overnight we faced a monumental disruption to the ways we had to think about our division’s priorities and resources. While we had an intricately crafted and thoroughly researched strategic plan, we soon learned we would need to be flexible and adapt to the unexpected changes resulting from COVID-19.

Within any project, business, or organization, the imperative of crafting detailed roadmaps is clear: you need them to achieve your goals and to prioritize resources while maximizing efficiency. Without a clear definition of how you will achieve success or get from point A to point B, projects or organizations can face delays, cost overruns, or an end result that isn’t desired.
Following the completion of the division’s strategic plan, the concept of lift points was developed by division leaders to identify the work that would successfully lift the reach and impact of the entire division. The lift point concept provided leaders with a framework for implementing the strategic plan in a way that attempted to remove silos across the division, highlighted the cross-cutting nature of division-wide priorities, and further prioritized strategic plan objectives through 2024. With CDC’s response to the COVID-19 pandemic, however, DEHSP staff availability became limited, resources were stretched to capacity, and the strategic plan implementation efforts were temporarily halted. After six months of dedicating resources almost exclusively to the pandemic response, leadership revisited the lift points with a renewed understanding of the importance of establishing and implementing clear-cut, focused priorities. We recognized the value in strategically directing division resources to strengthen programming and maximize efficiencies. Division leaders chose to re-focus their energy on clarifying and addressing the lift points, despite the challenging resource constraints.

Charting the Path Forward: Establishing Lift Points

To determine the right mix of lift points, division leadership needed to prioritize the most impactful, yet attainable, areas of the division—in project management terms, essentially the initiatives with the best return on investment. With the COVID-19 response in full swing, we saw that our staff, resources, and time were limited even more than usual. We knew we would need to work towards goals that would create the largest impact for the entire division, without burning out our staff.
To do this, we needed the right perspectives at the virtual table—strategic thinkers who could push the group to think bigger, policy and communications leaders who know how to communicate impact, scientists and subject matter experts to drive evidence-based practice, and programmatic leaders who could lead the effort to operationalize the lift points. This group was spearheaded by my colleague, Amy Cordero, M.P.A., Associate Director for Policy, who was instrumental in shaping the entire lift point concept and creating buy-in among senior leadership and division staff members. With this group together, we set some clear boundaries on how to determine the lift points:

  • Focused: We limited the final number of lift points to six—any more than this would spread our resources too thin.
  • Cross-cutting: We prioritized identifying cross-cutting initiatives that could break down silos across the division and create more collaborative, innovative solutions.
  • High leverage: We focused our attention on the areas of the division that had the means to significantly move the entire division forward.
  • Attainable: We considered division resources (e.g., time, funding, and personnel) as we prioritized lift points.
  • Policy impact: We reviewed the policy landscape and considered the political will and interest for division priorities.\

Through a series of prioritization working sessions, the group finalized the six lift points and their corresponding goals:

  • Develop a division-wide data modernization strategic action plan by December 2021
  • Finalize a DEHSP science agenda by March 2022
  • Develop a division-wide prioritized partnership plan by December 2021
  • Publish an Environmental Health Best Practices Playbook by June 2023
  • Demonstrate Controlling Childhood Asthma and Reducing Emergencies (CCARE) impact and clinical integration by August 2024
  • Implement the DEHSP brand by September 2021


Mission Coordination Team Implementation

Now that we had the lift points identified, the next step was to map out how we would achieve them, especially given the additional constraints brought on by COVID. We developed Mission Coordination Teams (MCTs), which we clearly distinguished from the idea of a traditional workgroup. At CDC, workgroups are groups of people who are responsible for conducting all key activities related to a specific project or goal. MCTs, on the other hand, have a different scope than workgroups because members serve as the project managers/coordinators of the lift points. These teams would help determine the strategy and process of the work, establish timelines and action plans, coordinate staff members across the division to conduct key activities, and monitor progress toward the lift point goals. We decided the MCTs would be cross-cutting, collaborative groups with representatives from all four DEHSP branches (Emergency Management, Radiation, and Chemical Branch; Asthma and Community Health Branch; Lead Poisoning Prevention and Environmental Health Tracking Branch; Water, Food, and Environmental Health Services Branch) and the Office of the Director (OD).

To facilitate the work of the MCTs, we focused on several different, soon-to-be ‘old school’ Project Management Body of Knowledge (PMBOK) process groups and knowledge areas. The PMBOK sets standard terminology and guidelines for project management. In particular, we leaned on concepts around:

  • Integration Management: Allocating resources to support the MCTs; outsourcing contractor support to provide project management, strategy, and facilitation support to all MCTs
  • Scope Management: Defining the purpose, audience, and scope of the MCTs; identifying the requirements and process for generating final MCT deliverables
  • Resource Management: Defining roles within MCTs and leveraging a diverse portfolio of skills; ensuring each team consists of members with different strengths, capabilities, and backgrounds (e.g., scientific SMEs, strategists, project managers, etc.)

Maintaining Momentum

After mapping out the approach for the lift points and MCTs, we quickly realized the lift point process would be cyclical in nature; once outcomes for an individual lift point have been achieved, the lift point can be ‘retired’ as it becomes institutionalized as standard operations. Then, additional lift points can be identified. Division leaders will identify future potential lift point areas by several different factors, including political, social, and cultural forces; changes in funding; interest from partners; and internal momentum. During the ‘lift point staging’ process, division leaders will identify the vision, strategy, and goals related to a particular program or effort. Once a program or topic area has gone through lift point staging, and depending on the outcome of the staging process, an MCT may be established to make progress toward the lift point goals.

The only way to determine if individual lift point goals have been successfully completed is to build a robust evaluation framework. For an organization like CDC, the importance of demonstrating impact to external audiences cannot be emphasized enough. In fact, the division is actively working with the Program Performance and Evaluation Office to develop a strategic performance management framework (e.g., processes, measures, tools, reporting cadence, etc.) for all MCTs. This performance management framework will help ensure all stakeholders are working toward well-defined, achievable goals and that successful practices are institutionalized to achieve the greatest impact.

A New Way of Organizational Thinking

While our implementation of these practices remains a work in progress, as all good management processes necessarily are, and as we continue to respond to a changing landscape, there are a few noteworthy observations we can already identify. As I look back on the past year and a half, I realize how much progress we’ve made, and appreciate how much important work remains. I’m reminded of a quote by John F. Kennedy: “The time to repair the roof is when the sun is shining.” As we were developing our comprehensive strategic plan, the sun was shining, and we were looking towards the next four years for the division. When COVID-19 completely upended our initial deployment of the strategic plan, leadership chose to adapt our initial implementation of the lift points and reprioritize our efforts, despite our resource challenges. That experience has fundamentally shaped the way we think here at DEHSP. Given this shift in division leaders’ mindsets, and the lessons we learned from remaining agile and adapting our strategic planning framework, this will undoubtedly become the norm moving forward. The DEHSP lift point staging process and implementation of MCTs has helped the division shape its strategic priorities and better articulate how all the different offices and branches fit into the overarching goals of the division. It will be extremely interesting to see how the division continues to adapt as our experiences advance and more lessons are learned. Isn’t that the whole point of agility—to continue to practice it in an increasingly dynamic world?

Using an Agile Waterfall hybrid to manage a major Collaborative Computational Project

Collaborative Computational Project Number 4 (CCP4) in Protein Crystallography was set up in 1979 to support collaboration between researchers working in structural biology, and to assemble a comprehensive collection of software to satisfy the computational requirements of relevant UK groups.

Demand gave rise to the CCP4 program suite, now distributed to academic and commercial users worldwide.

Taking a lead role

Scientist Eugene Krissinel from the Science and Technology Facilities Council (STFC) Scientific Computing Department has taken on the core lead of project managing the vast volumes of collaborative software development, and its distribution for CCP4. In leading the core team he says, “I am responsible for CCP4 infrastructure, software distribution, and everything which goes from CCP4 to users, including some program development.”

CCP4 is a well-known and respected open collaboration with a very good reputation and large numbers of users – upward of 25,000 worldwide.

The project now has a mature agile management style with an Executive Committee to drive targets, and two working groups to advise on software requirements and user needs.

Challenges of the project

 “The Software suite grew very fast and now the size and complexity is comparable to Linux distribution, and is managed by only a handful of people.”  Eugene Krissinel.

One of the first things that Eugene needed to address when he joined the CCP4 team in 2009 was the size issue, as the volume of software to be distributed was more than was manageable by the resources and technology of the time. The software suite had reached such a size that the ways of managing software were purely technical – from archiving, compilation, testing, to packaging and distribution – and this was taking all the effort from the core team. It was a considerable issue so his first goal was to suggest a more efficient way of handling the software.

The team adopted technologies used by Linux maintainers, which enabled them to develop automatic software management pipelines and introduce hot updates, so CCP4 updates just like an operating system.

This is something Eugene designed, and it took about 3 years to implement to a stage where it was an established modus operandi for the team.  ”It took quite a sizeable development of new graphical installers, updaters and new pipelines,” he said.  “Those pipelines are big because we have about 10 million lines of code.”

With such a huge infrastructure, there is a lot to manage, and a way forward was to automate certain processes. Eugene explains; “Regression testing of our software is an ongoing problem but now it’s completely automatic and happens every night.”

There is a great deal of communication and collaboration to achieve the mutual goal of the project. The CCP4 team links research community and developers, making sure that users’ feedback reaches program authors. It is a considerable size of code that needs distributing so this takes a lot of time and effort.


Management style

Eugene uses an agile style of management to organise the project. He used a coarse-grained plan, and tracking progress of tasks within projects is achieved through regular group meetings. The usable outputs are discussed with stakeholders, allowing the team to have a continuous stream of deliverables.

Eugene highlights the importance of good working relationships and mutual respect. His management style is to give team members assignments that play to their strengths as well as matching the project’s needs. The team has a diverse set of skills and interests and together they successfully deal with a wide variety of tasks; from scientific problems to very technical problems or mundane jobs to very creative jobs.

Benefits in the project are identified by monitoring updates for the software. If liked by the research community they will use the software and this will be shown in download stats and start-up stats for the programs. This is collected only from academic users (not industrial users) and the information is completely anonymous.

The theory is that if academics are happy, then industry will listen. The more industry uses, the more sustainable the funding is for the project. The number of industrial licences is a crucial indicator for financial health. Currently CCP4 sells on average 140 industry licences per year, and that number is growing.

Feedback is key and the CCP4 team has always been very strong on communicating with the community directly. They support the CCP4 ‘bulletin board’, a mailing list of about 8000 subscribers who post between 20 – 100 messages each day. They also have a dedicated line for submitting bug reports, which are frequent and dealt with quickly. “If this line is completely silent I would personally worry because there are always bugs. If nobody is talking to us about them or thinks we can’t be reached, that becomes a big problem,” said Eugene.

The project is a great example of agile management because it’s focused on using regular direct discussion between the development team and the users, with 2 week continuous delivery slots. There is also a strong emphasis on stakeholder communication and reciprocal respect within the industry.

CCP4’s success can be attributed in part to generous industry support. Its roots are in drug research and its industrial customers are all big pharma companies. By purchasing software licences, these companies provide important funding to ensure the continuity of the project. Other funding comes from competitive grants, and STFC’s Scientific Computing Department provides the overall setup and home for the project.

Improvement going forward

Despite its success, the team is always trying to improve.  Going forward Eugene would like to see an easier process for supporting short-term activities.

A little bit more autonomy in financial terms would benefit the project processes, especially in terms of purchasing hardware. This can be slowed by the many channels necessary to make purchases.

This project, like so many others, has been impacted by COVID-19 as less spending has occurred and the funds don’t carry over to the following financial year automatically.

Rising to challenges is something Eugene and his colleagues take in their stride, though. CCP4 is hugely successful – something that is borne out by its longevity, its ever-evolving software, its growing community of users and high demand from industry. Importantly, CCP-4 software was used to solve the first COVID-19 virus structures. Taking the agile approach for managing the project has given it a further advantage of increasing the dialogue bandwidth between the development team and the users.

The influence of efficient projects, skilled project managers and quality reporting on Digital Transformation

We know the world is moving through a rapid digital transformation phase wherein various organizations, companies, industries, institutions, and governments are transforming their processes, infrastructure, applications, software products, design, testing, customer management, and other elements into a more robust, automatic and sophisticated foundation to keep themselves business and customer-focused, progress faster with cutting-edge technology and march ahead of their competitors in this disruptive and advanced digital transformation journey. While we talk about all these so-called businesses digitally transforming themselves, we are referring to so many changes or advancements that are taking place internally within those businesses under the umbrella of ‘digital transformation’. Each of those advancements mostly starts with a strategic idea in the direction of transformation aimed at long-term growth, gets converted to a requirement, and then moves on to the fast-paced design and implementation depending on the respective domain and industry where the strategic idea is born. If we break this down into smaller pieces, at the end of the day, each implementation of a digital transformation element is eventually a ‘project’. While all these digital transformations are executed ultimately as a project, it is also worth noting that in this process, even projects, project managers, and project reporting are also getting transformed into more innovative, cutting edge and erudite resources or execution processes thereby becoming the most prominent factor and the vital launchpad for the success of multiple digital transformation journeys. This article throws light on the several variations, enrichments, and successful challenges that projects, project managers, and project reporting have been and are going through implicitly while also driving and strongly influencing the successful execution of several digital transformation initiatives in a global and competitive environment.

Talking about projects and project executions, gone are the days when manual copies of project contracts and other documentation were filed and protected throughout the duration of the project. Project processes are now digital, automated, and saving a lot of administrative time. Project creation, assignments, tracking, and monitoring all happen through various automated tools and applications. These management tools are also web or network-based such that these can be accessed and updated by a project manager (PM) irrespective of where the PM is located.  Digitalization has revolutionized the project execution processes to be implemented in a completely remote manner without the need for a team to be physically present in one location. Communication channels, stakeholder meetings, project testing, and training are all web-based thereby removing the barriers of physical presence and additional admin time to be invested in projects. These progressions and reserves also indicate and prove that cost saved is cost invested in executing more projects than was the case before – which fundamentally means that with the advent of digitalization and automation, more and more strategic ideas and hence projects will get successfully accomplished at less cost and with more automation and innovative execution techniques. This transformation of projects (at the ground level) is the vigorous and the most effective instrument that plays and will play a key role in the larger picture of implementing scalable digital transformation programs within giant organizations.


The main drivers or the pilots for the progress, execution, and success of digital transformation projects are the so-called “Project Managers” (PM’s).  PM’s have themselves automatically transformed over the years and with the dawn of automation, artificial intelligence, and cloud technologies, PM’s have found their competent ways of getting projects executed at a much faster pace without an impact on the quality, timeline, and other relevant execution parameters. In other words, PM’s have become more agile, are using technologies for quicker and effectual monitoring/tracking, and executing more projects in parallel than a year or two ago. Thinking in the grand scheme of things, it would be more apt to say that PM’s are spending less time on individual projects but still delivering them within the boundaries of scope, time, cost, and quality and have also transmogrified themselves into a state where they are executing more projects than before within the same amount of time – which means more transformations (or transformation projects)  are actually getting executed at the base level, resource usage is optimized, revenue generation is at its maximum possible thereby putting organizations on a growth trajectory in this intense, disruptive and competitive transformation journey. It is also to be noted that while PM’s in the era of traditional project management were only focusing and executing projects strictly based on a set of quality processes and procedures, PM’s in the digital transformation era are following a combination of “technology-processes-automation” to fast track multiple areas of the project thereby increasing delivery efficiency, decision-making and creating/releasing additional free-time to be utilized on other transformation projects.  The combination of automation and technology has been a boon in disguise for the PM’s in recent years due to the fact that these two elements take care of the intelligence that needs to be analyzed in the back end and presenting the most valuable decision making information to the PM’s – thereby saving more time for the PM who otherwise would have to spend a lot of mechanical effort to decrypt the available data and convert it to a form that can be analyzed easily. This in turn also helps the PMs (and hence the organizations) to focus more on the big challenges (farming out the labor-intensive repetitive work to the automated intelligent tools) or the problems hindering the transformation, come up with effective analysis and decisions, and deliver products/value to the customers at a faster pace and with very little time to market.

Figure1: Traditional Vs Transformed Project Execution

One other important element that measures the success of these transformations and the accuracy of mechanisms used for execution the digital transformation is the financial and other reporting that comes out of this “technology-processes-automation” combination being used by PM’s and organizations for digital transformations of all sizes. For any program or a project (large or small), organization always need some kind of a measure to check whether their project (and or investments) is progressing in the right direction and or need some kind of a corrective action(s) to be implemented in case of deviations from the growth path. It is for this reason that PM’s and stakeholders always have a continuous feedback loop based on measurements coming from automated tools. These measurements contain vital information about the various project financial and non-financial reporting which give the stakeholders enough food for thought on what’s causing the current issues (if any) and/or if something is going to cause panic in the future. It is to be noted that though there are a lot of non-financial reporting parameters that could have an impact on the overall progress and hence on decision making; it is also evident that at the end of the day all of these parameters eventually impact the financial numbers associated with the project progress or execution or results. It is not always the profit that the project should aim at but also on the value or the projected return on investment that’s expected from the digital transformation. It is here that the automation/tracking of all the financial information comes in handy and serves as the most important instrument for PM’s and stakeholders to review how and which direction are the transformations going. Organizations are and should make more investments in this space as these metrics and reporting drive the easy decision-making when it comes to actually executing transformation projects. Day by day, it is becoming clear that projects or organizations that are zooming fast through the digital transformation phase have these automated financial tracking tools in place aiding them through each step of the transformation and providing them immense information on how their investment will be yielding them a much-enriched return in the years to come.

In Summary, the three dimensions of projects, project managers and project reporting together with their fast-paced evolutions are a vital ingredient to the progressions of the digital transformation journeys. While success of digital transformation journeys may vary based on domain, technology, and other aspects, it is worth noting that these three elements may form the foundation of most of the transformation journeys when we look at it from a bottom-up approach. A concept without a clear execution path or project, without a central focused leader (PM), and without measurements of the progress could lead it to failure and confusions. To add, it is also evident that in the recent years, these three dimensions have taken leaps and bounds in their specific areas and have embraced “technology-processes-automation” combination to such an extent that any projects or transformations that are built around these dimensions have a higher success rate – due to the fact that these combinations not only have the ability to automatically analyze and report, but they also provide a very high value in enhancing quality decision making which is the key to resolve bottlenecks and spearhead the digital transformation projects onto their completion, success and growth trajectory.