How To Improve The Management Of Collaborative Projects
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Three main factors determine the success of a new project:
- Excellent internal communication, managed with tools and channels that allow formal dialogue so that everyone can monitor and share progress and results;
- Organized and collaborative management to ensure that the work is completed within the time and budget is foreseen;
- Active collaboration between team members to bring more ideas and generate innovation.
Today you can improve each of them by focusing on just one aspect: the collaborative management of your project. And you can do this by taking your team out of the darkness of email conversations and introducing the use of software created specifically to offer different solutions.
If you have decided to continue using your old methods, or if you are looking for a new collaborative project management tool, here are some things to consider:
You need a tool that updates staff in real-time.
Some online and cloud-based software allows your team to share and monitor changes in any file in real-time, so you can always have it updated and avoid working on documents that contain outdated information. And, once you have made any changes, for example, through notifications, you can update all your colleagues accurately and on time.
Colleagues must be able to work simultaneously.
Imagine one person updating a document online and another editing it at the same time or watching the process as it is happening; several tools allow this, and they are beneficial.
You can discuss and file the work right where it is taking place.
Instead of keeping conversations in one tool (such as chats) and actual work in another, you need a space that accommodates both project developments. Besides, instead of using different areas to store information – such as mailboxes, cloud file storage systems, and computer hard drives – it is important to have a single place to store everything: one-off activities and long-term projects. Files, conversations, meeting notes, and reports.
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