If you’re a project manager, then you know that scheduling conflicts are an unavoidable part of the job.

But that doesn’t mean they’re not disorienting. Trying to keep everyone in sync while also getting the job done on time can feel a lot like herding cats.

Not only do you have to worry about conflicting schedules, but you also need to juggle different personalities, working styles, and communication preferences.

But don’t worry, we’re here to help.

By the time you’re finished reading this blog post, you’ll know how to handle scheduling conflicts like a pro.

First, we’ll address the causes as well as the best practices for handling scheduling conflicts. So that, you can avoid them all together. After that, we’ll explore different types of conflicts and how to handle them.

So without further ado, let’s get started.

Causes of Scheduling Conflicts

There are a few different reasons why scheduling conflicts might arise in the workplace.

Good Old Fashioned Forgetting

The first is simply that people are forgetful. No bad intentions, they just plain old forgot.

Now normally this is no big deal, you can just send a reminder and everyone’s back on track.

However, if forgetting becomes a habit or the scheduled event is very important, it can lead to some serious issues.

When forgetfulness is a pattern it can be a huge problem. Especially, if someone is constantly forgetting deadlines or appointments, it might be time to have a talk about time management.

When the scheduled event is super important, it can also lead to some big problems.

Over committing

Another super common cause of conflict is over-committing.

This one’s a little more insidious because it often comes from a place of good intentions. You know the type, they want to help out with every project and say yes to every request.

But eventually, their over-zealousness catches up with them and they’re left with a pile of commitments they can’t possibly keep.

When this happens it not only reflects poorly on them, but it also causes problems for the rest of the team.

Now, there’s nothing wrong with your employees wanting to help out or being a team player. But it’s important to know your limits and to be realistic about what you can actually accomplish.

If you have a team member prone to over-committing, try to take a step back and only commit to what you know you can handle.

It’s better to under-promise and over-deliver, than the other way around.

Communication Breakdowns

Another common cause of scheduling conflicts is a breakdown in communication.

This can happen when team members are working remotely or in different time zones. It can also happen when there’s a lack of clarity around roles and responsibilities.

For example, if two team members think they’re responsible for the same task, they might both end up working on it simultaneously. Or if a team member is unclear about their deadlines, they might miss an important milestone.

Communication breakdowns can also happen when there’s a lack of transparency around the project schedule. If team members don’t have visibility into the entire project, they might make assumptions that lead to conflict.

Best Practices for Handling Scheduling Conflicts

Now that we’ve gone over some of the common causes of scheduling conflicts, let’s talk about how to handle them.

The best way to deal with conflict is to avoid it altogether. So here are a few best practices that will help you do just that.

Create a Master Schedule

One of the best ways to avoid scheduling conflicts is to create a master schedule.

This should be a central place where everyone can see what’s happening and when.

There are a ton of great project management tools out there that come with this feature, like Teamly.

But you can also create a simple spreadsheet or even just use Google Calendar.

The important thing is that everyone on the team has access to it and knows where to find it.

This way, there’s no confusion about who’s doing what and when things are supposed to happen.

Communicate, Communicate, Communicate

As we mentioned before, communication is key to avoiding scheduling conflicts.

So it’s important to have regular check-ins with your team to make sure everyone is on the same page.

This can be done through stand-ups, weekly meetings, or even just quick chats in the hallway.

The important thing is that you’re regularly checking in and that everyone feels like they can voice their concerns.

If there’s something going on that could lead to conflict, it’s better to catch it early and address it head-on.

Set Clear Expectations

Another way to avoid scheduling conflicts is to set clear expectations from the start.

This means being clear about deadlines, roles, and responsibilities.

It also means setting realistic expectations for what can be accomplished.

If team members know what’s expected of them, they’re less likely to overcommit or make assumptions that could lead to conflict.

So take the time to sit down with your team and make sure everyone is on the same page.

It might seem like a lot of work upfront, but it will save you a ton of headaches down the road.

Fight For Clarity In Your Plans

If you’re ever in a situation where there’s scheduling conflict, it’s important to fight for clarity in your plans.

This means being clear about what you need and when you need it.

It also means being willing to negotiate and make compromises.

For example, if you’re working on a project that has a tight deadline, you might need to be flexible on the scope.

Or if you’re working on a project with a lot of moving parts, you might need to be flexible on the timeline.

The important thing is to be clear about your needs and be willing to compromise.

Only commit to what you can realistically accomplish.

And don’t be afraid to ask for help if you’re feeling overwhelmed.

Scheduling conflicts are a fact of life. But with a little planning and communication, they can be easily avoided. So take the time to put these best practices into place and you’ll be well on your way to a conflict-free project.

Types of Scheduling Conflicts & How To Handle Them

For a moment let’s pretend you haven’t been following the best practices, and now you find yourself in the middle of one.

What do you do?

Well, it depends on the type of conflict you’re dealing with…

Type# 1 – Dependency Conflict

The first type of conflict is a dependency conflict. This happens when two tasks are dependent on each other but are scheduled for different times.

For example, let’s say you’re working on a website and you need the design before you can start coding.

But the designer is scheduled to start work after the coder.

This is a dependency conflict.

Solution

The best way to handle this type of conflict is to sit down with the team and figure out a new schedule that works for everyone.

It might mean shifting some deadlines around or changing the order of tasks.

But it’s important to be flexible and make sure everyone is on board with the new plan.

Type# 2 – Capacity Conflict

The second type of conflict is a capacity conflict. This happens when two tasks are scheduled for the same time but can’t be done at the same time.

For example, let’s say you’re working on a project and you need to meet with the client and work on the visuals at the same time.

But there’s only one person who can do both tasks.

This is a capacity conflict.

Solution

The best way to handle this type of conflict is to prioritize the tasks and figure out which one is more important.

If the client meeting is more important, then you might need to shift the visuals to another time.

But if the visuals are more important, then you might need to shift the client meeting.

It’s important to be flexible and make sure the most important tasks are getting done.

Type# 3 – Resource Conflicts

The third type of conflict is a resource conflict.

It’s very similar to Capacity Conflict but is more focused on the resources needed to complete the task.

For example, let’s say you’re working on a project and it requires you to use the company truck.

But the truck is already scheduled to be used by another team.

This is a resource conflict. And it happens a ton in large organizations.

Solution

There are two potential solutions here: one is a quick fix and the other is a long-term fix.

The quick fix is to find another resource that can be used instead of the truck. Maybe there’s a different truck that can be used or maybe the team can rent a van for the day.

The long-term fix is to figure out a way to schedule the use of resources so that there’s no conflict.

This might mean creating a new system or process for scheduling resource use.

Type #4 The Late Arrival

We’ve all been there- you’re in the middle of presenting your ideas and suddenly, someone walks in late. It can be super frustrating, especially if you were in the middle of a great flow.

This is a tough one, because on the one hand, you don’t want to be rude and stop in the middle of your presentation. But on the other hand, you also don’t want to give the late arrival preferential treatment.

Solution

When this happens it’s important to politely acknowledge the person and then continue with your presentation.

You can say something like, “Welcome, we’re just getting started. I’ll be happy to answer any questions you have at the end.”

This way, you’re being respectful but also making it clear that the person is not going to disrupt the rest of the meeting.

Type #5 – Scope Creep

Have you ever been in a situation where your project starts to get bigger and bigger and suddenly you’re doing twice the work you originally agreed to?

This is called scope creep and it’s a very frustrating situation to be in.

Solution

The best way to handle scope creep is to stay calm and try to get the client back on track.

First, remember that you are not obligated to do extra work just because a client asks for it. It’s important to set boundaries so that you don’t end up doing more than you agreed to.

Second, explain your position calmly and clearly. Sometimes all a client needs is a little explanation about why additional work would be a problem. They may not have realized that they were asking for too much.

Third, offer alternatives. If the client is insistent on additional work, see if there’s a way to compromise. Maybe you can do a smaller version of what they’re asking for or break the project into phases.

It’s important to be flexible but also to stick to your guns and make sure you’re getting paid for the work you agreed to do.

Efficiency is the name of the game in project management.

After all, if a project is taking too long, it’s likely going to cost more money than necessary. Six Sigma is a methodology that can help you streamline your projects and get them done faster – without sacrificing quality.

The name “Six Sigma” is a technical term that refers to a statistical measurement related to bell curves.

For the sake of article space, its statistical definition is unnecessary. Just know that the goal of Six Sigma is used to streamline your projects process so that there are as few defects as possible.

Or simply put: Six Sigma = no wasted time or resources.

Essentially, it’s about efficiency and quality. And who doesn’t want that?

The trouble with many project management processes is that they are bogged down with waste. This could be anything from inefficient communication to an unclear project scope.

Six Sigma seeks to identify and eliminate this waste so that projects can be completed faster and more efficiently.

The good news is that you don’t need a team of statisticians to implement Six Sigma in your project management process. In fact, it’s relatively simple to get started.

This article is all about the basics of Six Sigma and how you can use it to improve your project’s aims. Let’s get started!

What is Six Sigma?

As we mentioned, Six Sigma is a methodology that seeks to streamline a process so that there are as few defects as possible.

This might sound like a tall order, but it’s actually quite achievable. In fact, many companies have managed to achieve “Six Sigma” quality levels. This means that they have just 3.4 defects per million opportunities.

To put this into perspective, if a company has a process with 1 million opportunities for defects, Six Sigma would mean having just 34 defects. That’s a pretty low number!

It became popular in the 1980s as a way to improve manufacturing processes, but it has since been adopted in other industries as well.

These days, Six Sigma is used in project management as a way to streamline processes and achieve better results in less time.

6 Benefits of Six Sigma for Project Management

There are many benefits of Six Sigma for project management. Here are just a few:

1. Improved Quality Control

One of the biggest benefits of Six Sigma is that it can help you improve the quality of your products and services.

By identifying and eliminating defects, you can ensure that your customers are always getting the best possible experience.

By vigilantly examining quality, you can often recognize problems as they start and take care of them before they grow into something much more serious.

2. Increased Efficiency

Another big benefit of Six Sigma is that it can help you increase the efficiency of your processes.

By streamlining your process and eliminating waste, you can get your projects done faster and with fewer resources. This will reduce cycle times and save you money in the long run.

This is good news for both your bottom line and your team’s morale.

3. Improved Customer Satisfaction

Ultimately, all businesses exist to serve their customers.

By implementing it, you can improve customer satisfaction by ensuring that they always receive high-quality products and services.

Plus, by reducing cycle times and increasing efficiency, you can also improve their experience by getting them the results they need faster, resulting in a happier customer.

And you know what that means… happier customers are loyal customers.

4. Better Understanding of What Customers Want

In order to provide the best possible experience for your customers, you need to have a good understanding of what they want.

This is exactly what Six Sigma can help you with.

The data collected during the Six Sigma process can give you valuable insights into your customers’ needs and desires. This, in turn, will allow you to tailor your products and services to better meet their needs.

5. Increased profitability

When processes are dialed in and running smoothly, it frees up time and resources that can be used to generate revenue.

In other words, when your projects are running efficiently, it can actually lead to increased savings.

Ultimately, these savings can lead to increased profitability for your business.

6. Improved morale

When your company and team are performing well, it can lead to an improved morale.

Your team will be more engaged and motivated if they feel like they’re part of a successful organization. This, in turn, can lead to even better performance and results.

In addition, by providing training and opportunities for employee development, Six Sigma can help attract and retain top talent.

It’s a positive feedback loop that starts with Six Sigma.

Nuts & Bolts of Six Sigma – How it works

Now that we’ve covered some of the benefits of Six Sigma, let’s take a look at how it actually works. There’s a standard set of steps that are followed in order to Six Sigma a process.

We could debate the exact order of these steps, or whether some steps are more important than others. But at a high level, this is are the steps:

• Define
• Measure
• Analyze
• Improve
• Control

Let’s take a closer look:

Define

The first step is to define the problem that you want to solve.

This might involve identifying a specific issue that you want to address, such as reducing cycle times or increasing throughput. Once you’ve defined the problem, you need to set measurable goals so that you can track your progress.

Measure

The next step is to measure the current state of your process.

This will involve collecting data so that you can identify where there are issues. In addition, you need to establish baseline metrics so that you can track your progress over time.

Analyze

Once you’ve collected data, it’s time to analyze it so that you can identify the root cause of the problem.

This might involve using statistical tools to identify patterns or trends. In addition, you need to make sure that you understand the impact of any potential solutions.

Improve

Once you’ve identified the root cause of the problem, it’s time to develop and implement a solution.

This might involve changing the way your process is designed or introducing new methods or technologies. In addition, you need to make sure that the solution is effective and does not create any new problems.

Control

The final step is to control the process so that the problem does not recur.

This might involve puttiing in place new procedures or controls. In addition, you need to monitor the process on an ongoing basis to make sure that it is running smoothly.

By following these steps, you can Six Sigma any process so that it runs more efficiently and effectively.

Six Sigma in Project Management

Now that we’ve covered the basics of Six Sigma, let’s take a look at how it can be used in project management.

Lean Six Sigma

Six Sigma has a long history of promoting collaboration among teams, going all the way back to when it was first developed into Lean Six Sigma in the early 2000’s.

The main idea was to take the best of both Six Sigma (the focus on quality and efficiency) and Lean manufacturing (the focus on reducing waste), and combine them into one powerful methodology.

The result was Lean Six Sigma, a methodology that has since been adopted by many organizations, in a variety of sectors around the world.

When it comes to project management, Lean Six Sigma can be used to improve the efficiency and quality of any project.

Agile Six Sigma

Agile is a popular methodology that focuses on delivering value early and often, through short iterations known as sprints. The main hallmark of Agile is its emphasis on collaboration and constant feedback.

In recent years, there has been a growing trend of combining Agile and Six Sigma into what is known as Agile Six Sigma.

Agile Six Sigma takes the best of both worlds, combining the focus on quality and efficiency of Six Sigma with the flexibility and collaboration of Agile.

How to use Six Sigma in your project management

If you’re a project manager, you might be hesitant to tamper with something that’s already in motion and working well. After all, the last thing you want is to rock the boat and end up with a bigger mess on your hands.

But the truth is you’re probably already using Six Sigma in your project management, whether you realize it or not. In fact, many of the tools and techniques that are used in Six Sigma, such as process mapping and root cause analysis, are also used in project management.

The difference is that in project management, these tools and techniques are used to manage the project, rather than the process.

So how can you use Six Sigma in your project management? Here are a few ideas:

1. Use process mapping to understand the project and identify potential areas of improvement.
2. Use root cause analysis to identify the underlying causes of problems so that they can be addressed at the source.
3. Use statistical tools to analyze data and identify patterns or trends.
4. Use process improvement techniques to develop and implement solutions that will improve the efficiency and quality of the project.
5. Control the project so that problems do not recur.

By using these tools and techniques, you can Six Sigma your project management and make your projects more efficient and effective.

Understanding the Limits

Just like any other tool or methodology, Six Sigma has its limitations.

One of the biggest limitations is that it can be complex and time-consuming to implement. In order to get the most out of Six Sigma, you need to have a clear understanding of the tools and techniques involved.

You also need to be able to dedicate the time and resources necessary to implement it properly. If you try to shortcut the process, you will not get the desired results.

Another limitation of Six Sigma is that it is not always well-suited for small projects. The tools and techniques involved are designed for large, complex projects.

If you try to apply them to a small project, you may find that it is more trouble than it’s worth. In some cases, it may be better to use a different methodology, such as Agile or Scrum.

Finally, Six Sigma is not a magic bullet. It will not solve all of your problems or make your projects perfect.

It is a powerful tool that can help you to improve the efficiency and quality of your projects, but it is not perfect.

When used correctly, Six Sigma can be a valuable addition to your project management toolbox. Just be sure to understand its limitations before you try to implement it.

Disruption is the name of the game today.

Technology has made it easier than ever before for businesses to enter new markets and create new products and services. This increased competition is good news for consumers, but it can be tough on businesses that are trying to keep up.

To stay ahead of the curve, management teams need to be flexible and adaptable. They need to be able to quickly change direction when necessary and pivot when new opportunities arise.

Project management is a critical tool that can help businesses achieve these goals. By its very nature, project management is all about planning, executing, and tracking progress.

It’s an essential function for any business that wants to stay ahead of the competition.

9 Super Important Trends For Project Management

There are a number of project management trends that are worth watching for the foreseeable future. Here are nine that we think will have a big impact on the way businesses operate in the next few years:

Trend #1 – Artificial Intelligence (AI) And Automation

Well it’s finally here and it’s mind boggling. With the rapid advancements in computer processing power and data storage, artificial intelligence (AI) is quickly becoming a reality for businesses across the globe.

What was once considered the stuff of science fiction is now being used to automate tasks, make decisions, and even improve customer service.

In project management, AI can be used to automate repetitive tasks, such as creating reports or tracking progress. This frees up time for project managers to focus on more important tasks.

AI can also be used to make decisions about projects. For example, it can be used to assess risks and identify potential problems.

AI-powered project management software is still in its infancy, but it has the potential to revolutionize the way businesses operate.

If you’ve played around with DALL-E , you know exactly what we’re talking about. Essentially, it’s an AI that creates images from textual descriptions, and the results are often…surprising, to say the least.

Copywriting is one area where AI is already starting to make an impact. Programs like Grammarly and ProWritingAid use AI to help people write better.

And it’s not just limited to English either. There are now AI-powered grammar checkers for a number of different languages, including Spanish, French, and German.

Trend #2 – Remote Work And Virtual Teams

It’s safe to say that the pandemic has changed the way we work forever.

For many businesses, the shift to remote work was a necessity. But it’s clear that there are a lot of benefits to working from home, including increased productivity and lower overhead costs.

As a result, we expect to see more businesses embrace remote work in the coming years. This trend will have a big impact on project management, as more and more teams will be dispersed around the globe.

To manage remote teams effectively, project managers will need to use new tools and technologies. They’ll also need to be adept at communicating across time zones and cultures.

Trend #3 – Emphasis on Emotionally Intelligent Team Members

When team members are not on the same page, it can lead to confusion, frustration, and ultimately, a failed project.

To prevent this from happening, businesses are placing an emphasis on emotional intelligence. In the “emotional intelligence world” they call it Emotional Quotient (EQ).

Individuals with high EQ are self-aware and good at managing their emotions. They’re also excellent communicators and team players.

EQ training is becoming more common in the corporate world. And we expect to see more businesses invest in EQ training for their employees in the coming years.

This trend will have a big impact on project management, as emotional intelligence will become an important skill for team members.

Trend #4 – Data-Driven Decision Making

Although data has always been at the foundation of business decision making, we expect to see a greater emphasis on data in the coming years.

With the rise of big data and artificial intelligence and pixel-perfect CRMs, businesses now have access to more data than ever before.

And they’re using it to make better decisions about everything from product development to marketing.

Data-driven decision making will become increasingly important for project managers in the coming years. They’ll need to be able to collect and analyze data to make decisions about projects.

They’ll also need to be able to use data to assess risks and identify potential problems.

Trend #5 – Emphasis on Soft Skills Over Hard

Soft skills are often described as the “people skills” that are needed to succeed in the workplace. They include things like communication, teamwork, problem-solving, conflict management, and emotional intelligence.

Hard skills are the technical skills that are needed to do a job. They include things like programming, accounting, and project management.

In the past, businesses have placed a greater emphasis on hard skills. But we expect that to change in the coming years.

As businesses increasingly rely on technology, the importance of soft skills will continue to grow. This trend will have a big impact on project management, as project managers will need to be more people-oriented.

They’ll need to be good at communicating, managing conflict, and building relationships.

Trend #6 – The Rise of Virtual Environment

At this point it’s safe to say that Virtual Reality is no longer just for gaming.

The technology is being used in a number of different industries, including healthcare, education, and training.

And businesses are beginning to use Virtual Reality to create virtual environments for their employees.

This trend will have a big impact on project management. Project managers will need to be able to create and manage virtual environments.

It’s hard to say when this will hit a tipping point, but it’s definitely something to keep an eye on in the coming years.

Trend #7 – Gamification In Project Management

Gamification is the use of game mechanics in non-game contexts.

It’s a way to motivate employees and get them engaged in their work. And it’s something that we expect to see more of in the coming years.

There are a number of ways to gamify project management, including using points, badges, and leaderboards.

It’s all about incentives and making work more fun. By creating tiny micro dopamine hits, you can increase engagement and motivation.

This trend will have a big impact on project management. Project managers who are able to gamify their projects will be more successful in engaging their team members.

Trend #8 – Increased Use of Agile Practices

Agile is a project management approach that emphasizes iterative development and the ability to respond to change.

It’s a popular methodology for software development, but it’s also being used in other industries.

We expect to see an increased use of agile practices in the coming years. This trend will have a big impact on project management.

Project managers will need to be able to adapt their projects to the agile approach. They’ll need to be able to work in iterative cycles and be flexible in their plans.

Trend #9 – The Increase Demand For Sustainable Projects

Sustainability is a hot topic these days. And it’s making in-roads into the business world.

More and more businesses are looking for ways to make their operations more sustainable.

This trend will have a big impact on project management. Project managers will need to be able to identify sustainable practices and incorporate them into their projects.

They’ll need to think about things like waste reduction, energy efficiency, and resource conservation.

The demand for sustainable projects will continue to grow in the coming years. And project managers who are able to meet this demand will be in high demand.

The 4 Pillars In Project Management That Will Never Change

Change is the only constant in life.

And that’s especially true in the world of project management.

There are always new trends and technologies emerging. And as a result, the way we manage projects is constantly evolving.

But despite all the changes, there are some things that will never change in project management.

These are the 4 pillars that will always be relevant, no matter what new trends emerge:

Pillar #1 – The Need for Good Communication

No matter how big or small your team is, and no matter what tools you’re using, good communication will always be essential for successful project management.

That means being able to communicate clearly and concisely, as well as being a good listener. With so many different personality types on any given team, it’s important to be able to adjust your communication style to meet everyone’s needs.

So, be sure to brush up on your communication skills before embarking on your next project.

Pillar #2 – The Importance of Planning

As you already know, a well-thought-out plan is the foundation of any successful project.

Without a plan, it’s easy to get off track and miss important deadlines.

Even if you only have a rough idea of what you want to achieve, it’s still important to sit down and map out a general plan of action. As the saying goes, failing to plan is planning to fail.

The trends of AI and automation might make you think that planning is becoming obsolete. But don’t be fooled. A good plan is still essential for any successful project.

Pillar #3 – Change is Inevitable (and Often Unpredictable)

Calibrating your expectations is key to maintaining a healthy outlook throughout any project.

No matter how well you plan, there will always be unforeseen obstacles and challenges. And the only way to deal with them is to roll with the punches and adjust your plans accordingly.

Flexibility and adaptability are essential skills for any project manager.

Because no matter how well you plan and how carefully you execute your plans, there’s always a chance that something will happen to throw a wrench in the works. The key is to be prepared for change and adaptable enough to roll with the punches when it happens.

Pillar #4 – There Will Always Be Room for Improvement

Even if a project goes off without a hitch, there’s always room for improvement.

After all, there’s no such thing as perfect—there’s only “good enough.” By constantly strive to improve upon your previous successes (and learn from your failures), you can ensure that each new project is even better than the last.

There are several Project Management Methodologies available for use, but these 4 pillars will always remain the same.

So, no matter what new trends emerge in project management, be sure to keep these 4 pillars in mind. They’ll help you set your team up for success.

Have you ever hit snooze so many times in the morning that you had to skip the normal routine of taking the bus to work, and order a Lyft instead? Maybe to save additional time, you ditched the breakfast plan to have hot oatmeal, and rather ate a breakfast bar on the way to work.

Both in work and in life, and those spaces in-between, we’re always scheming and maneuvering with time.

Project managers know it’s rarely possible to meet deadlines and still remain within a project’s budget and scope. They’re always looking for ways to tweak a schedule.

Project managers know it’s rarely possible to meet deadlines and still remain within a project’s budget and scope. They’re always looking for ways to tweak a schedule.

To do so, they often utilize the very same strategies we use when we’re running late in the morning: they find a more expensive yet faster option, or they complete two normally sequential tasks at the same time. These two techniques are known in project management as fast tracking and crashing.

Do you want to consistently hit deadlines, or even complete projects ahead of schedule? Then keep these two techniques in your arsenal.

Let’s look into how fast tracking and crashing work, and where they fit in a project planning strategy.

Definitions and Examples

The techniques of crashing and fast tracking reduce the time it takes to complete a project. In order to explain how each works, it’s necessary first to define constraint, schedule compression technique and critical path method.

The Project Management Glossary defines constraint as “a limitation on a project. Among other things, constraints may be financial or based on time or resource availability.”

The triple constraints of any project are its scope, time and cost. Whenever any of these constraints changes, it affects the other two. For example, if you reduce the time it takes to complete a project, either the cost must increase or the scope must decrease.

A schedule compression technique is just like it sounds: it’s a method for decreasing the length of time it takes to complete a project. We compress our morning schedule, for example, when we eat breakfast on the way to work, or when we utilize a faster mode of transportation than usual.

Note that a schedule compression technique simply decreases time; it does not change the scope. The same amount of work is completed, but the project’s duration, or its critical path, is decreased.

What, then, is a critical path method? It’s a process of looking at all the tasks needed to complete a project, and plotting them out sequentially. This method arranges tasks in relation to one another, carefully considering which must be performed ahead of others, and which tasks can be completed at the same time.

The critical path method allows project managers to determine the shortest amount of time needed to complete a project.

With these terms in mind, let’s define the two schedule compression techniques known as fast tracking and crashing.

Fast Tracking Defined

To fast track means to take two sequential activities on a critical path and arrange them parallel to one another. Rather than complete one activity after the other, the two activities are completed at the same time.

The PM Glossary defines fast tracking as: “A schedule compression technique or duration compression technique in which the duration of a critical path is shortened by performing sections of some critical path activities concurrently instead of consecutively.”

Perhaps these activities ideally would be performed sequentially, but fast tracking overlooks this, as well as any dependencies between these two activities, and completes them in parallel.

What is a dependency? It’s a relationship between two activities that determines when one activity can begin.

For example, in the project of decorating a room, the walls must be painted before paintings are hung on the wall. These two tasks are dependent, as one must be completed before the other can begin.

Fast Tracking Example

We fast track things all the time in our day-to-day lives. Sometimes this is also known as multitasking. Let’s say you want to call your sister and cook dinner. Why not do both at the same time?

Consider another example of a web design project. Two tasks might be to design the website and write copy for it. A fast track would be to complete these tasks concurrently rather than sequentially.

Fast tracking becomes more complicated with dependent tasks. Take the two tasks of ironing shirts and washing several loads of laundry. It is possible to do these in parallel, but it requires washing the shirts in the first load, and then ironing the shirts as the additional loads are completed.

Fast tracking doesn’t work when two tasks have hard dependencies. This means that one task must be completed before a second task can begin. For example, two tasks in a construction project could be to install both drywall and electricity. The drywall must be completed before the electricity can be installed.

Crashing Defined

Crashing is a schedule compression technique of using additional resources in order to shorten the duration of an activity. In other words, it’s increasing the cost in order to get something done faster.

The PM Glossary defines crashing as: “A schedule compression technique used to speed up project work by increasing the rate at which critical path activities are completed by adding more resources — usually more personnel or more equipment. Crashing increases project costs, so it is used first on activities that can be sped up at the least additional cost.”

Crashing Example

Let’s say a development team is starting a project that requires a language they have never used before. Rather than going it all alone, the project manager may decide to hire an expert in the language to coach and train the team, and speed up the process.

Crashing carefully considers the relative cost increase of various activities on the critical path in order to determine the thriftiest way to shorten the schedule. For example, if additional labor for one activity is $20 an hour, and for another it’s $10, then the manager fast tracks the second activity, and hires the labor for $10 an hour.

Crashing doesn’t always work. The duration of some projects cannot be compressed by the addition of more resources. To put it humorously, nine women cannot deliver a baby in one month.

Fast tracking and crashing save time, but they come with tradeoffs as well. Let’s look into those next.

The Pros and Cons of Each

Both fast tracking and crashing offer the benefit of shortening a project’s schedule. This is principally why they’re utilized. But what other impacts do these techniques have on the project?

Benefits of Fast Tracking and Crashing

In addition to saving time, both techniques can increase float for activities that are not on the project’s critical path. This means they increase the flexibility of when the activity can be completed.

This additional float decreases a project’s overall risk. By crashing an activity, and completing it in three days rather than five, it reduces the risk that the activity is not complete when it needs to be.

Drawbacks

Fast tracking and crashing negatively impact a project differently, so let’s look at their drawbacks individually.

A downside of crashing, as discussed, is that it increases a project’s cost. In the interest of saving time, a project manager may crash several activities, and cause the project to go over budget.

Fast tracking poses a few more problems than crashing. Not only does it increase a project’s risk, but it also requires more communication and may lead to rework.

How is this? Let’s look at an example to demonstrate the drawbacks of fast tracking.

Say a team is creating a video for a client. It needs to write a script, sew costumes, and hire a cast. Rather than do these activities sequentially, the team decides to save time by doing them all at once.

As it turns out, the team hires a cast that does not fit the costumes. This leads to re-work and additional costs.

In worst case scenarios, fast tracking can backfire and actually increase a project’s overall time.

Crashing or Fast Tracking: Which is Better?

Simply because crashing offers the same benefits with fewer downsides, it’s the preferred technique for schedule compression.

However, the nature of an activity determines which technique to utilize. As explained, crashing doesn’t work with every activity, and sometimes fast tracking is the more suitable option.

Application in Project Planning

Let’s look at some guidelines for knowing when to crash and when to fast track, as well as how to select the activities suitable for these techniques.

When to Crash

When looking for what to crash, focus on the activities on a critical path, as crashing these shorten the project’s duration. Use a network diagram to identify these activities.

Ideally, crash an activity that has the lowest cost for the greatest decrease in time.

However, sometimes in order to reduce the critical path, it’s necessary to select a more expensive activity. Only select this when it’s sure to decrease the critical path.

When to Fast Track

Use a network diagram to identify which tasks to fast track as well. Find sequential tasks without any hard dependencies. Consider what might happen if these two tasks were performed in parallel.

Risks can be defined as uncertainties that matter, and by brainstorming any uncertainties around the two activities, it’s possible to pinpoint any risks that fast tracking might introduce.

If performing the two tasks in parallel doesn’t open the project up to huge risks, then update the network diagram to put the two tasks alongside each other.

In Combination With Other Techniques

As discussed, fast tracking and crashing affect the time, but not the scope, of a project. When exploring ways to tweak a schedule, it’s possible to combine these schedule compression techniques with techniques that impact a project differently. Let’s look at two possibilities.

Scope Reduction

Essentially this means reducing some of the project’s requirements. This is a quick and easy way to shorten a project’s duration.

One obstacle to this method, however, is that the client may need to have all the requirements met, and so won’t agree to it.

Quality Reduction

Another method for shortening a schedule is to decrease the amount of time spent on quality control. For example, a software project might decrease its testing processes. In addition to time, this method also decreases cost.

At the same time, this method introduces high risks, as it increases the likelihood that the team produces a low-quality deliverable.

Powers Combined

Oftentimes, in order for a project to meet a deadline, a project manager combines several techniques.

Let’s take a house remodel, where the owner imposes the hard deadline of living in the house by Christmas. In November, the team still has eight weeks of work, including expanding the deck, painting the living room and installing carpet. The project manager may have a discussion with the client, and come up with a plan to hire more laborers to paint the interior, and scrap the requirement of expanding the deck.

In this example, the project meets its deadline by both reducing the scope and compressing the schedule.

Understanding the possibilities for shortening a schedule, and the tradeoffs of each, allows a project manager to tweak a project in a way that delivers the most value to the client.

Most businesses these days are data-driven. But what happens when the data you need is scattered all over the place? That’s where marketing information management (MIM) comes in.

MIM helps you gather and organize all of your marketing data, so you can make informed decisions about your business.

But implementing MIM can be tricky. There are a lot of things to consider, and if you’re not careful, you can easily make mistakes that will hamstring your efforts.

In this article, we’ll discuss some of the most common implementation mistakes and how to avoid them. We’ll also talk about the importance of data visualization and how it can help you get the most out of your MIM system.

What is Marketing Information Management?

Marketing information management (MIM) is the process of gathering, analyzing, and storing data related to your marketing efforts.

The goal of MIM is to provide marketers with a single source of truth—a central repository for all their marketing data that they can use to inform their decisions.

MIM includes both qualitative and quantitative data, and it can come from a variety of sources, including market research studies, surveys, customer feedback forms, social media monitoring tools, website analytics platforms, and CRM systems.

Why is marketing information management important?

Marketing information management is important because it gives businesses a way to take back control of their marketing research collection and organization.

In the past, businesses would rely on individual departments to manage their own data, which often led to silos and duplication of effort.

MIM provides a centralized system for gathering and storing data so that it can be accessed and used by anyone in the organization—eliminating silos and ensuring that everyone is working from the same set of data.

The Most Important Marketing Data To Track

Now that you understand the basics of marketing information management, let’s talk about some of the specific data points you should track.

Data point #1 – Your customer journey.

In order to create a great customer experience, you need to understand how your customers interact with your brand—from their first interaction all the way through to purchase and beyond.

Tracking customer journey data will help you identify areas where your customers are getting stuck, so you can make changes to improve the experience.

If your customer journey data is spread out across multiple departments and silos, it will be very difficult to get a complete picture of what’s going on. That’s why it’s important to have a centralized MIM system in place.

Data point #2 – Your marketing channels.

In todays multi-channel world, it’s important to track which channels are performing well and which ones are falling flat.

Are you getting a lot of leads from your website? Do you have ads driving traffic to your website?

By tracking marketing channel data, you can get a clear picture of what’s working and what’s not, so you can adjust your strategy accordingly.

Attribution can be a challenge when you’re working with multiple marketing channels. But with a MIM system in place, you can see how each channel contributes to the customer journey, so you can give credit where it’s due.

Data point #3 – Your website analytics.

Your website is one of your most important marketing tools, so you need to make sure you’re tracking all the relevant data points. This includes things like page views, time on site, bounce rate, and conversion rate.

Why? Because this data can give you insights into how well your website is performing and what changes you need to make to improve the experience for your visitors.

For example, if you see that your website’s bounce rate is high, that could be an indication that your site is not relevant to your audience or that it’s not easy to use.

Data point #4 – Your social media metrics.

Organic website traffic is great, but social media can also be a powerful marketing tool. That’s why it’s important to track your social media metrics, including things like reach, engagement, and clicks.

Social media data can give you insights into what kind of content your audience is interested in, which can help you create more targeted and effective content.

Data point #5 – Your email marketing metrics.

First off, if you aren’t emailing your list regularly, you’re missing out on a huge opportunity. But even if you are emailing your list, you need to know which emails are effective.

How do you do this? By tracking email marketing metrics like open rate, click-through rate, and unsubscribe rate.

Email data can give you insights into what kind of content your audience wants to see, which can help you create more targeted and effective emails.

Data point #6 – Your marketing ROI.

Last but not least, you need to track your marketing ROI. This is the most important metric of all, because it tells you whether or not your marketing efforts are actually paying off.

ROI stands for return on investment, and there are a number of different ways to calculate it.

Essentially, you need to know how much you are spending on marketing and how much revenue it’s generating. If your ROI is positive, that means your marketing efforts are paying off.

If your ROI is negative, that means you’re losing money on your marketing efforts and you need to make some changes.

Most ad platforms have ways to track ROI, but if you’re not using one of those platforms, there are other ways to calculate it.

Common Implementation Mistakes & How to Overcome Them

Now that you know some of the key data points to track with MIM, let’s discuss some of the most common implementation mistakes and how to avoid them.

Mistake 1. Not Defining Your Goals

Before you start tracking data, you need to know what you want to achieve with your marketing efforts. Otherwise, you won’t be able to measure your success.

Sit down with your team and define your marketing goals. Once you have a clear understanding of what you’re trying to achieve, you can start tracking the right data points.

Mistake 2. Not Collecting All the Data

It’s important to collect data from all your marketing channels, not just a few. Otherwise, you won’t get a complete picture of your marketing efforts.

It’s silly to think that you can just track a few data points and get an accurate picture of your marketing. For example, if you’re only tracking website traffic, you won’t be able to see how your social media campaigns are performing.

The reality is that you need to collect data from all your channels in order to get an accurate picture.

Mistake 3. Not Organizing Your Data

Once you start collecting data, it’s important to organize it in a way that makes sense. Otherwise, you won’t be able to make sense of it.

There are a number of different ways to organize your data, but one of the simplest is to create a spreadsheet with all your data points. This will help you keep track of your data and make it easy to find what you’re looking for.

Mistake 4. Not Visualizing Your Data

Data is meaningless if you can’t understand it. That’s why it’s important to visualize your data in a way that makes sense. Plus, when communicating to shareholders, the Board or other key decision-makers, data visualization is often essential.

One of the best ways to do this is to create charts and graphs. This will help you see patterns and trends in your data, which will be helpful when making decisions about your marketing efforts.

With a simple google search, you can find templates for just about any type of chart or graph.

Mistake 5. Not Making Data-Driven Decisions

Once you have your data organized and visualized, it’s important to start making decisions based on it. Otherwise, your marketing efforts will be ineffective.

For example, if you see that your website traffic is increasing but your conversion rate is staying the same, you might need to make some changes to your website.

On the other hand, if you see that your social media campaigns are generating a lot of leads, you might want to invest more in social media marketing. The key is to let your data guide your decisions so you can make the most effective marketing choices.

6 Tips to implement your marketing information management strategy

Now that you know the importance of MIM and how to avoid common mistakes, let’s discuss how to implement an effective MIM strategy.

TIP # 1. Get everyone on board with using the same system.

If you want your MIM system to be effective, you need to get everyone on board with using it. This means training your team on how to use the system and making sure everyone is using it consistently.

Luckily, there are a number of different MIM software options available, so you should be able to find one that fits your needs.

Especially since remote work has become the new norm, it’s important to have a system in place that everyone can access from anywhere.

TIP # 2. Automate as much as possible.

The more you can automate your MIM system, the better. This will help you save time and ensure that your data is always accurate.

There are a number of different ways to automate your MIM system, but one of the simplest is to use a tool like Zapier. Zapier can help you automatically collect data from all your marketing channels and send it to a central location, like a Google Sheet.

TIP # 3. Use data visualization tools.

As we mentioned earlier, data visualization is one of the most important aspects of MIM. In fact, it’s safe to say that data visualization for marketing is essential for making data-driven decisions.

There are a number of different data visualization tools available, but one of the simplest to use is Google Data Studio. With Data Studio, you can easily create beautiful charts and graphs that will help you understand your data.

Data visualization is important for a number of reasons. First, it helps you understand your data. Second, it helps you communicate your findings to others. And third, it can help you make better decisions about your marketing efforts.

TIP # 4. Make sure your data is organized and easy to find.

If your data is hard to find, you won’t be able to use it effectively. That’s why it’s important to keep it organized in a way that makes sense.

Just imagine if you had to sift through a pile of papers every time you wanted to find a specific piece of data. Not only would it be time-consuming, but it would also be frustrating.

Instead, keep your data organized in a way that makes it easy to find what you’re looking for. One way to do this is to create a spreadsheet with all your data points. This will help you keep track of your data and make it easy to find what you’re looking for.

Pro-tip: If you use something like Google sheets, there’s a search feature that makes it even easier to find what you’re looking for.

TIP # 5. Make data-driven decisions.

Once you have your data organized and visualized, it’s important to start making decisions based on it. Otherwise, your marketing efforts will be ineffective.

For example, if you see that your website traffic is increasing but your conversion rate is staying the same, you might need to make some changes to your offer.

Because MIM gives you a bird’s eye view of all your marketing channels, you can make decisions that are based on data rather than gut feeling.

TIP # 6. Review your MIM system regularly to make sure it’s still effective.

Your MIM system won’t be effective forever.

You need to review it regularly to make sure it’s still meeting your needs. This means making changes as necessary and keeping everyone on board with using the system.

There are several signs that your MIM system is no longer effective, including:

• You’re not seeing the results you want from your marketing efforts.
• Your data is inaccurate or out of date.
• Your team is struggling to use the system.
• You’re not making data-driven decisions.

If you see any of these signs, it’s time to make some changes to your MIM system.

What are the unique challenges when gathering marketing information management?

There are a few unique challenges when gathering marketing information management, including:

• Ensuring data accuracy and consistency: With so much data coming from so many different sources, it can be difficult to ensure that it’s all accurate and consistent. This is why it’s important to have a data governance system in place.
• Managing data storage and access: With so much data being collected, you need to have a plan for how it’s all going to be stored and who is going to have access to it. This is where a MIM platform can come in handy.
• Making sense of it all: With so much data, it can be difficult to know where to even begin. This is where data visualization comes in—it can help you make sense of all the data and identify patterns and trends.

Have you and your spouse ever purchased groceries without communicating with one another, and each of you ended up buying a gallon of milk? Supposing you have a large kitchen with two refrigerators, you may not even realize this double purchase. The result is a whole lot of wasted milk.

This example represents the sort of things that easily occurs within a large project or organization. Two departments require the same service, and without realizing it, each signs contracts with the same provider for the exact same service. The business pays double the money, needlessly, for the duration of the contract. Particularly in a rapidly-expanding company, where nothing is centralized and each department looks out for itself, this sort of thing happens all the time.

A process for centralizing the acquisition of goods and services becomes increasingly important as projects become larger, longer and more complex. This centralized planning is known as procurement, and it’s an integral component of any project management plan. Let’s look more at the roles, benefits and strategies of procurement, and see how it functions within a project and organization.

Procurement Defined

Before looking into what procurement means in project management, let’s look at the definition of “procure.”

Procure is a verb that means to bring about or achieve something by care and effort. It goes above and beyond simply “getting” or “acquiring.” Although you may “get” a job or “pick up” some aspirin at the grocery store, you “procure” an employment contract or a prescription for medicine.

Definition of Procurement in Project Management

In project management, then, procurement refers to the methodical and deliberate process of obtaining the goods and services needed to execute and complete a project.

In order to ensure the process is systematized, procurement centralizes this process within one person or department. Procurement looks at the big picture, to understand why various tools are needed and how they affect the entire project. It also carefully considers the risk and costs of particular goods and services.

Procurement has its hands in many different departments. Some of the processes it plays a part in supervising include: purchasing software, improving information technology and hiring consultants, auditors and legal teams.

Examples of Procurement

Here’s an example that demonstrates how procurement works within a project. Say a company is moving to a new office space across town. It needs to safely pack up all of its office furniture, computers and files, and unpack everything at the new location.

A procurement specialist considers the best method for executing this assignment. Does it make more sense to hire a moving company, or to keep the assignment in-house? If it’s determined that hiring out is the best plan, he then considers the various companies who offer the service, considering things like cost, contract options and experience.

The objective is to find a solution that most benefits the company: reduces risk, saves money, and allows the company to best expend its resources. The solution varies depending on the team and the nature of the task.

Note that procurement’s expertise lies in looking at the big picture and connecting dots, not in performing the task itself. For example, a procurement specialist understands how a particular software program fits into the strategy of an overall organization. However, she cannot fix glitches in the software; this is the realm of an IT department.

Benefits of Procurement

The process of procurement benefits a project in significant ways.

Procurement reduces risk because it studies a variety of options, and carefully selects the good or service most likely to help a project achieve its objective.

For example, when an office decides to move to a new location, it opens itself up to a lot of risk. Time is lost and important files may be misplaced and furniture may be damaged. A procurement office carefully selects a process that’s most likely to avert or minimize these risks.

Procurement also saves money. As discussed, rather than each department fending for itself and finding solutions on its own, procurement finds the most economical solution for the entire team.

Procurement’s Role in Project Management

A project cannot commence without determining a method for obtaining goods and services, and so procurement is fundamental to the execution of a project. For this reason, a procurement document is written up in a project’s planning stage.

A procurement document clarifies whether a team outsources or produces something itself. It also outlines the contract and payment method for outsourcing. Most companies have standard methods around suppliers, contractors and payment methods, so these decisions needn’t be made on an individual basis over and over again.

As you can see, procurement is central in project management. It’s not only utilized in projects, either. Many organizations interested in reducing risk and saving money dedicate a department to procurement.

Issues with Procurement

Procurement means weighing a lot of options and considering the best strategy for a particular service or good. Between reimbursement and contracts, let’s look at some options to take into consideration when creating a procurement strategy.

Reimbursement Methods

Reimbursement, unfortunately, isn’t nearly so simple as receiving a quote then writing a check. There are a variety of ways to reimburse contractors. Let’s look at some of the most popular and consider their benefits.

Firm: A firm price means that nothing changes after the initial agreed-upon price. This is best utilized for short-term assignments and is helpful because it eliminates any guesswork.

Fixed Price: A fixed price is similar to firm, except that certain prices change with the market. This method is useful when the prices of goods like fuel or commodities fluctuate rapidly.

Cost Plus Fee: Cost plus fee entails paying all the costs for a job, plus an agreed-upon fee. The contractor demonstrates all the costs with time sheets and receipts. This method precludes a scenario where the project manager wildly overpays for a service.

Target Cost: With target cost, both the project manager and the contractor agree on a target cost, and work together to meet it. If the cost goes over, both sides share the pain, and if it goes under, both benefit. This method encourages both parties to collaborate and aim for the target cost.

Each of these methods provides a singular benefit. When considering reimbursement, procurement collaborates with the contractor, carefully considering the nature of the project to identify the best reimbursement method.

Contract Options

In addition to payment, procurement considers various types of contracts.

Prime or Principal Contracts: This is when the organization hires one contractor to subcontract with other employees. With a prime contract, the project manager cannot directly oversee subcontractors. They can look at the work, but must communicate through the principal contractor.

Hub and Spoke Contracts: Rather than hiring one contractor to oversee subcontractors, with hub and spoke contracts the project manager hires and oversees each tradesman individually. Although this creates more flexibility, it can result in an overwhelming amount of contracts with individual workers.

In sum, procurement takes into careful consideration a variety of options, carefully considering the tradeoffs of each.

Strategies with Procurement

Becoming savvy at the process of procurement is no cinch, as it entails looking at a variety of criteria, both inside and outside the organization. Here are a few strategies for juggling all the balls without allowing any to fall to the ground.

Communicate, Communicate, Communicate

A procurement team makes decisions that impact all facets of a project, from marketing to finance to IT. It also looks outside the project and communicates with a variety of vendors and contractors.

At the same time, it doesn’t specialize in any of these areas.
Communicating effectively with everyone allows procurement to understand the purpose of various tools, services and supplies, and to receive feedback on the ideal choices to make.

Hire a Procurement Specialist

It takes some time becoming skilled with procurement, and so it’s helpful to hire a specialist who’s comfortable with weighing a variety of criteria and making smart decisions that benefit the project.

Divide the Labor

In order to mitigate risk, it’s best when a variety of professionals contribute to the process of developing a procurement plan.

One method is to have a person with technical know-how identify the work to be done, and find people to do it. A second person develops the contract and oversees the business relationship. And finally a third person oversees the payment process.

In sum, succeeding with procurement is a skill. Effective communication and experience is integral to mastering it.

Procurement Documents

The process of seeking materials and services outside the organization can be distilled into a few simple steps: invite the vendor, request quotes, review the quotes and then reward the contract to the right supplier.

This process is best documented in writing. Let’s review some of the central documents that a project manager (buyer) issues to a vendor or contractor (seller).

• Request for Information (RFI)
  In this first initial document, the buyer seeks to understand what the seller provides. An RFI requests the seller to showcase his services, expertise and capabilities.
• Request for Proposal (RFP)
  When the buyer is satisfied with the seller’s expertise, she issues a second document asking how the seller plans to accomplish the job. The information requested in the RFP includes the company’s experience and the price.
• Request for Quote (RFQ)
  In this request, the buyer requests the seller’s price for the services.
• Invitation for Bid (IFB)
  The buyer at this point is usually considering several vendors. She reaches out to them for bids. Based on the response, the buyer makes a decision on who to award the contract to.
• Letter of Intent (LOI)
  With the letter of intent, the buyer expresses that she’s settled on the seller. It’s not a contract, but a strong indication that the seller can begin preparations for the project.
• Purchase Order (PO)
  In a purchase order, a seller receives the contract and a professional relationship is established.

Although this process varies depending on the situation, following a methodical process with written documents ensures the process is conducted professionally and thoroughly.