What Are The Management Tools

Top 10 Management Tools

1.Strategic Planning
3.Customer Segmentation
5.Mission and Vision Statements
6.Core Competencies
8.Business Process Reengineering
9.Scenario and Contingency Planning
10.Knowledge Management
2.Strategic Planning
3.Mission and Vision Statements
6.Balanced Scorecard
7.Change Management
8.Core Competencies
9.Strategic Alliances
10.Customer Segmentation
1.Strategic Planning
3.Employee Engagement Surveys
5.Balanced Scorecard
6.Core Competencies
8.Change Management
9.Supply Chain Management
10.Mission and Vision Statements
3.Employee Engagement Surveys
4.Strategic Planning
6.Balanced Scorecard
7.Mission and Vision Statements
8.Supply Chain Management
9.Change Management
10.Customer Segmentation
1.Strategic Planning
4.Advanced Analytics
5.Supply Chain Management
6.Customer Satisfaction
7.Change Management
9.Digital Transformation
10.Mission and Vision Statements

Management tools and the 10 principles of the future managers

Innovative managers are taking on new forms of action to actually become great leaders. Recognize that bureaucratic tasks like sending emails, making follow-up meetings and fill out timesheets can now be replaced by an online management toolis one of them.

Skills for leadership in the future undergo take a broad view of the business, knowing manage complexity changes, as well as be able to develop yourself and others. For this to happen, it is necessary to reinvent the way we understand and share dialogue with employees. Therefore, we separate 10 tips to help you to become an innovative leader and reinvent their management skill:

1. Be an active leader

There has long been a distinction between manager and leader. What can we expect for the coming years is that the manager takes positions of a leader within the company. A manager can not be put someone in a position of power simply because he is a good coach, it brings more money or is it better to delegate. In fact, it should be there because he knows stimulate your team and brings results.

2. Take responsibility

It is necessary to assume facing its function and solve the obstacles that may arise. When a manager takes the lead, new pathways open so that other employees also learn.

3. Understand the benefits of management tools

The fact that your company usesmanagement toolscan be your trump card in negotiations with other companies because they generate reports with important data for decision making. Moreover, these online tools show you real-time tasks that each one is working, making his relationship with the much more transparent employees. Before, however, you had no choice but to go from table to table gossip.

4. Lead by example

The manager must be the first person to demonstrate good behavior to support new methodologies or embrace a new concept. Is an open and honest communication model. If you ask staff to work at night or on weekends in pursuit of a goal, you should be prepared to be there too, shoulder to shoulder with them.

5. Recognize the time to ask for help

Learn to recognize when to ask for help. Admit when you are wrong (a). Recognize their vulnerabilities is what leads to innovation and professional development.

6. Believe in the collective consciousness

The manager must understand and embrace the fact that it may not have all the answers or make the best decisions. It’s much more effective to rely on the collective intelligence of a team instead of making bad decisions.

7. Be a decision maker

Managers are often credited with the need to “put out fires”, but his role should be exactly the opposite. Managers should be decision makers and generators of new ideas that may challenge the business, avoiding fires.

8. Learn to recognize the merits

Recognize the good work of an employee is part of the manager’s job. Usemanagement tools can help you understand who is being most productive in the team and also to recognize the best examples.

9. Provide feedback

Creativity flourishes in an atmosphere where open communication is clear and present. Do not let the fear of its employees to express themselves-even if only to disagree – lead to mediocrity culture.

10. Recognize personal limits

A manager recognizes that the team members have their own space. This means respecting personal boundaries of each and not invasive for their privacy. A leader must work to meet the expectations of its employees and respect the boundaries that exist between you.

If your eyes shine to become in fact a manager of the future and the chance to become the ambassador or ambassador of digital culture in your company with an online management tool, free test Runrun.it. The team management software adopted by more than 100,000 companies worldwide.

Useful Project Management Tools and Techniques

December 2019

Today’s project managers, freelancers and business leaders need to keep up with the pace of emerging technology and management trends. When it comes to project management tools and techniques, the number of rules, acronyms and principles may seem overwhelming even to experienced managers. To help you choose a methodology for your next project and provide you with new tools and ideas, we’ve created the following list of project management tools and techniques

Traditional Project Management Methodologies

Traditional project management works best in projects that require a sequential approach. Unlike other methodologies, it emphasizes linear processes, upfront planning and prioritization, meaning fixed timelines, budgets and requirements. Benefits of traditional methods include clearly defined objectives, controllable processes, clear documentation and accountability. Let’s take a closer look at traditional project management approaches.

The Waterfall Model

The Waterfall approach suggests a sequential approach to managing projects. After stakeholders and customers agree on and document project requirements, it’s executed in a step-by-step manner until it’s finished. After that, the customer reviews the project to make sure that it meets the requirements. Some projects require a post-production maintenance stage, e.g. software projects, where the customer reports bugs and requests new features to ensure lasting project performance and success.

The most commonly preferred tool for the Waterfall model is the Gantt chart that visualizes subtasks, dependencies and project phases as it goes through the project life cycle.

Best for: short and simple projects with clear guidelines that require a strict work structure to ensure project success.

Waterfall model

The Critical Path Method

The critical path method (CPM) is an extension of the PERT approach that represents an algorithm for scheduling project activities. The critical path represents the longest (in terms of duration) sequence of essential project activities that must be completed on time. Calculating the critical path is key to determining the total duration of a project, its milestones, deadlines and essential activities that need to be completed on time.

Best for: complex projects where delivery terms and deadlines are critical, in such areas as construction, defense, software development, and others.

Project management tools and techniques: critical path technique

The Critical Chain Method

Critical chain is a sequence of activities with the shortest time advance, which takes into account the constraints of resources (people, equipment) and shifts part of the implicit reserves into so-called buffer activities. For example, a project buffer set between the last activity in the chain and the project deadline ensures that delays won’t have an effect on the project deadline. Other buffers include feeding and resource buffers.

This technique emphasizes prioritization, dependencies analysis, and optimization of time expenses.

Best for: complex projects with limited resources.

Agile Project Management Methodologies

Agile methodologies offer an iterative approach to managing projects. Originally developed for software projects, nowadays Agile is widely used in marketing and advertising projects. Agile teams easily adapt to changes, provide tangible results, perform quality assurance, meaning less rework and improved quality.

Agile Project Management Methodology

Agile project management is a structured, adaptive and iterative approach to business planning and managing work processes. It suggests simultaneous activities that don’t have any dependencies and can be done in parallel providing two significant benefits over the traditional approaches:

  1. You can quickly detect and fix unexpected issues
  2. You can introduce changes at any stage of the project. Other work processes will change dynamically

Best for: projects that require a responsive and fast-paced approach and involve teams that boast strong communication and collaboration skills.

Project management tools and techniques: the agile technique

The Scrum Framework

With Scrum, your team works in fixed-length intervals called Sprints that include sprint planning stage, sprint review and daily standup meetings. It also has the following three clearly defined roles:

  • Product Owner usually refers to a customer or other stakeholder who takes part in all development stages conveying the global vision and providing feedback.
  • Scrum Master is the person responsible only for managing the project process, removing obstacles and coaching their team through meetings or other venues.
  • Scrum Team is a team with developed collaboration skills following a common goal.

The official Agile Manifesto, created in 2001, highlights four key values of the methodology:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

Best for: collaborative teams working on complex projects with changing requirements.

To manage Scrum teams in actiTIME, replace Projects with Sprints in the work structure settings.

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Kanban is an Agile approach that visualizes work, limits work in progress and helps to quickly move work from the “Doing” to the “Done” status. Work items are organized on Kanban boards where they flow from one development stage to another. The best part about Kanban boards is that you can customize the number and the names of the stages to make them fit your industry and project workflow needs.

Unlike Scrum, Kanban approach doesn’t prescribe any deadlines or set other fixed time frames. There’s also no Kanban master to manage the processes – the entire team is responsible for the work delivery.

Best for: collaborative teams that have lots of incoming requests varying in priority and size.

Extreme Programming

Extreme programming (XP) is one of the Agile methodologies created for software development projects that advocates frequent “releases” in short development cycles, intended to improve team productivity and quality of the software. The core of XP consists of five values, four development processes: coding, testing, listening, and designing – and multiple software development practices that can be either done in conjunction or in isolation.

Best for: small teams developing engineering projects with dynamically changing requirements.

Adaptive Project Framework

Adaptive Project Framework (APF) grew from the idea that most IT projects can’t be managed using traditional PM methods. APF is an iterative, client-focused and adaptive project planning designed to help project managers respond to unexpected changes.

APF includes the following five stages:

  1. Project scope – requires meaningful client involvement to establish the project’s goals, objectives, success criteria, risks, assumptions, obstacles and requirements.
  2. Cycle plan – a high-planning stage where project managers establish tasks, their order, schedule, dependencies and resource requirements.
  3. Cycle build – team commences its work while manager adjusts the work scope, records change requests and ideas for improvement. 
  4. Client checkpoint – project team and their client review the results before starting the next APF cycle.
  5. Post-version review – project manager determines whether the business outcome was achieved, identifies improvements and collects best practices.

Best for: projects where “the goals are clearly known, but the solutions are not.”

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