Technology evolves rapidly, and with it grows the world of applications. Regardless of the nature of the business, many companies have integrated into their strategic plans the implementation of applications, aware that a considerable portion of access to applications is now made from a mobile device. However, a portion of organisations do not have an exact idea of when to implement them.
Applications for mobile devices are designed for a particular operating system on the phone. They are created exclusively for mobile phones, having to consider the operating systems of mobile devices. The advantages of developing for mobile devices include full access to the device, software, and hardware, better user experience, and visibility in app stores. The disadvantages are the need for development in different programming languages and the requirement to develop skills according to the operating system, as well as higher costs and development time. There are cases where an application must be exclusively native, such as when it depends on device functionality. If the organisation needs the application to continue running even with no internet connection, known as "offline", the development needs to address this requirement. To reduce costs and increase productivity, there are tools that generate a mobile environment in a multiplatform way, meaning that from one code, applications for other mobile platforms can be generated. In the case of development directed to the web (mobile-friendly), the development follows the standard web with known and standardised languages. In this case, the advantages are reusable code, faster development at a lower cost, and no installation needed. The disadvantages are that an internet connection is 100% necessary, there is limited access to the device's hardware, and loss of visibility in stores.
Many companies and developers have their applications in a multiplatform manner. That is, they have applications that run on different operating systems for mobile devices (Android, iOS, Windows Phone, BlackBerry) and, in turn, they adapt to web and mobile nature, opting for the two mentioned ways.
The future is assured for tools that help generate multiplatform software, either on the phone or web environment; thus allowing development in one operating system to generate applications in others, reducing time and cost, and enabling an ideal time to market in all stores, among other benefits. In different project management scenarios, the collection, storage, and distribution of project information can be facilitated by web application development and/or also accessible on mobile devices.
In addition, project managers spend most of their time communicating with the staff and other stakeholders. Communication develops the relationships needed for successful results. It includes developing strategies and plans for communication artifacts and activities. Project communications are also based on efforts to avoid misunderstandings and communication errors, and mobile devices can be an important tool for the correction of communication problems in a timely manner.
Productivity can increase when managers interact with staff. The development of mobile solutions can integrate the teams and increase the exchange of project information.
The objective of this article is to explore the state-of-the-art mobile applications in the context of traditional and agile project management, particularly in the areas of knowledge related to risks, scope, cost, time, procurement, human resources, stakeholders, communications, and quality. This includes analysing the characteristics of each area, testing applications in meeting the project requirements, ease of use and integration. The article will discuss the requirements of project management applications for mobile devices and classify them for adequacy. Finally, it aims to use mobile application builders to check the requirements, operation, and adequacy of final solutions comparatively.
The ubiquitous and mobile computing has arisen due to miniaturisation and wireless connectivity. As devices become smaller, we are better able to port them around us or use them, and we can embed them in many parts of the physical world.
As wireless connectivity becomes more prevalent, we are more able to connect these new small devices to one another and to personal conventional computers and servers.
The main properties are characterised by differences between distributed shared conventional systems. They include sub-areas: wearable (which can be used); handheld (ported in hand). Add the volatility and devices containing software components. All that is subject to change, often in a given environment. As software components associate and inter-operate when entities move, fail, or spontaneously appear in environments. As systems become integrated with the physical world through sensors and context knowledge.
They include security and privacy issues that arise in volatile systems that are physically integrated. Techniques also arise to adapt to the lack of computational resources and input/output devices in small devices1.
The idea emerged as a paradigm in which users could carry their personal computers and retain some connectivity to other machines.
A different path of evolution has led to handheld computing: the use of devices that fit in the hand that are general-purpose computers capable of running many different types of applications. A trend in handheld computing has been the cloud distinctions between PDAs, mobile phones, and handheld devices with certain purposes, such as cameras.
How to provide seamless connectivity for mobile devices that enter and leave the base stations' coverage area, which are infrastructure components that provide wireless coverage areas. How to enable collections of devices for wireless communication in places where there is no infrastructure (base stations), i.e., there are Ad Hoc Networks.
Both problems arise because the direct wireless connectivity is often not available between two data devices. The communication has to be achieved on different network segments: wireless or wired. Two factors lead to this wireless coverage subdivision:
But many devices have limited power capacity. Ubiquitous means "to be found everywhere." Weiser saw the growing dominance of computing devices, leading to revolutionary changes in the way we could use computers1.
The infrared transmission has a limited range and so will be captured only if the user is near.
The physical circumstances may be, in principle, any physically measurable or detectable thing. Such as, the presence of a user, time of day or weather conditions.
From the point of view of distributed systems, there is no essential difference between ubiquitous and mobile computing or sub-areas. These volatile systems include certain changes that are common. The set of users, hardware, and software in ubiquitous and mobile systems, is highly dynamic and subject to unpredictable changes.
Relevant forms of "volatility" include failures of devices and communication links, changes in communication features such as bandwidth. Creating and destroying associations - logical communication relationships - between components of software residing on the devices. The term "component" means any software unit such as objects or processes, regardless of whether they interoperate as a client or server, or "peer".
The solutions found in Coulouris1 on replication approach on processing and communication failures being the exception rather than the rule, and the existence of redundant processing capabilities. Already volatile systems not only break those assumptions but also further add the phenomenon of changes, notably the frequent changes in associations between components.
Volatility is not a property of the definition of ubiquitous and mobile systems: there are other systems that show one or more forms of volatility, but that are neither mobile nor ubiquitous. An example is the peer-to-peer computing, such as file sharing applications1, in which the number of participant processes and associations between them are subject to high rates of change.
What is different in ubiquitous and mobile computing systems, is that they (associations) exhibit all forms (mentioned before) of volatility (therefore change) because of the way that these are integrated with the physical world.
There is much to say about physical integration and how this causes volatility. Physical integration is not a system property distributed, while volatility is.
You can enter computing devices in nature, where there is no infrastructure to make an application for environmental monitoring. A smart space contains a relatively stable computing infrastructure, which may include: servers, printers, displays, sensors and a wireless network infrastructure, connecting to the Internet.
There are several types of movement that can occur in a smart space. A process or mobile agent can move into or out of the smart space, or to/from a user's personal device. A physical movement of a device can cause a logical movement of components within it. Users can add relatively static devices (such as media players) as long-term additions to the space, and correspondingly withdraw their old devices. Devices can be turned off or fail and thus "disappear" from a space.
It may or may not be possible to distinguish any particular component devices for "infrastructure" from the devices "visitors". An important difference that may arise between volatile systems is the rate of change.
Algorithms that have to run the "Appear" or "disappear" components (for example, in a home smart) can be designed differently from those for which there are at least such a change at any time (for example, a system implemented using Bluetooth communication between mobile phones in a very populated city)1.
While the phenomenon of "Appear" and "disappear" looks similar, to a first approximation, from a security point of view, one thing is a user device going into an intelligent space, and another thing is a software component moving to an infrastructure device belonging to the space.
With the emergence of ubiquitous and mobile computing, a new class of devices is becoming part of distributed systems. This device is limited in its energy and computing resources. It may have some ways to interface with the physical world.
To enable its integration with the physical world, in particular, to make it aware of the context, devices are equipped with sensors and actuators. They are devices that measure physical parameters and supply values for their software. Devices are controlled by software that affect the physical world. The sensors measure position, orientation, load (weight), sound levels and lighting1.
An important issue for the sensors is precision, which is quite limited and thus may lead to unwanted behaviour, such as an inappropriate response to location. The vagueness is characteristic of devices that are inexpensive enough to provide "ubiquity". Connection technologies (Bluetooth, WiFi, GPRS, ...) vary in their nominal bandwidth and latency in your energy costs and if there are financial costs for communication2.
There are several project management methodologies that can follow models and/or best practices with greater or lesser adherence to guides. The project manager can focus on following a plan to control changes, while an agile leader deals with adjustments to inevitable changes. Additionally, companies have their own processes within their value chains. Traditional value chains focus on internal competencies, processes and infrastructure, products and services, channels and customers. New value chains emphasise customer needs, integrated channels, products and services, flexible processes and infrastructure, and in-house expertise.
According to Kerzner3, maturity in project management means the adoption of a project management methodology and its consistent use, the implementation of a philosophy that drives the company towards maturity in project management, and communicating it to all employees. Management processes and organisational processes support the organisation in achieving its results. People work with the knowledge of processes in which their activities are located. Employees often need to know why, for whom, impacts, standards and quality of the process, just as they need information about the activities and the project.
It is up to the project manager to identify the communication and information requirements, analyse the different needs, concerns, and expectations of stakeholders, and especially the team as the project is planned and carried out. Additionally, the project manager should balance the competing project constraints including, but not limited to, scope, quality, schedule, budget, resources, and risk.
Communication is key for the project manager to integrate management processes. It refers to the exchange of information and can be planned or organised, according to agile or hybrid models. In a communication plan for trading project information, there is greater control and formality. Methods must be specified to transmit information clearly and without noise, always having receiver feedback3.
In responsive communication, it often occurs face-to-face between team members, with customers, managers, business analysts, etc., who can be gathered in a single room. It emphasises real-time communications and transparency with constant feedback. There is also a need for maturity among stakeholders to ensure collaborative efforts among team members.
It is important to distinguish the integration of project management processes as guided by the PMI4 from the integration in other agile methodologies. While agile integration relates to the leadership role within the team, the integration process involves defining the inputs and outputs of processes within the project life cycle. It consolidates all project phases (initiation, planning, executing, monitoring and controlling, and closing).
Integration is also performed by the Scrum Master5, who brings together all parts of a project into a cohesive unit. Managing integration is a main role of the project manager, supporting iteration in the project, making choices about resource allocation, anticipating potential problems, and coordinating work. The need for integration in project management becomes evident in situations where individual processes interact: cost, time, risk, etc.
Communication in all methodologies improves the level of knowledge about the project. Management integration in the project also represents balancing all areas of knowledge, according to the PMI4. In high-performance teams, "the leaders manage the principles and the principles manage the team"6
Leadership is an attribute of people, distinct from formal authority, emphasising project team motivation, the mission of the project, leadership skills, and the environment within which leadership is exercised. Leadership also involves the development team, motivation, communication, influence, decision-making, political and cultural knowledge, and negotiation. It is a broad subject and involves a substantial body of knowledge that is not limited to the context of projects but has been investigated as a skill to develop.
It is up to the project manager to analyse the project stakeholders and communication requirements. These requirements result from the sum of the information needs of stakeholders and are defined by combining the type and format of information needed with an analysis of the value of such information. Required information may include organisational charts, project organisation, responsibilities among stakeholders, internal and external information needs, departments involved, among others.
Additionally, it is recommended that "bad news" should be shared, and the number of participants in a project determines the number of communication channels. It is natural to have a larger number of participants for a larger project scope.
An important component of planning the project's communications is determining and limiting who will communicate with whom and who will receive what information as the project manager integrates the processes and the project takes place.
Reports on ICT projects also involve identifying a problem or best practice in a specific section, such as staff morale in general, and, on rare occasions, promoting a new initiative. This includes hearing people's ideas and visions regarding design work issues and answering personal questions.
The leader can emphasise both the need for high levels of achievement and excellent relationships with staff.
Burns' leadership model11 stresses the importance of identifying what followers truly value and what they fear, and using this knowledge in negotiations. Creating a reliable link with the people under one’s command by clarifying values, views, and positions, and defending them even during tough times, fosters trust and facilitates organisational change. Bennis and Nanus12 recommend maintaining good communication with staff, adopting their good ideas, and looking for signs of discontent, such as bad mood, passive or aggressive behaviour, tensions among staff members, and negative comments.
Hackman and Oldham's model7 suggests encouraging staff to use a variety of skills and abilities to complete tasks, giving them the freedom to choose their working methods, and controlling the resources needed to complete the task. Questions like, "How can I support you to do what needs to be done?" and "What do you suggest to move forward?" are essential.
The Drexler/Sibbet team performance model8 recommends asking questions at each stage of the process related to guidance, trust development, goal clarification, commitment, implementation, high performance, and renovation.
Possible interdependencies may impact resources, cost, time, and cause delays. Project environments in organisations are characterised predominantly by temporary teams, which can include management staff, support specialists, user or customer representatives, vendors, business partners, and human resources.
The project manager must select key team members, coordinate planning, understand the product to be delivered, establish the work structure, identify those responsible for parts of the project, be aware of the schedule, and prepare and coordinate project management plans, including the human resources management plan.
Some project management methodologies have specific plans for people. The PMBOK includes a human resources management plan that covers planning to project completion9. Agile methodologies also emphasise team interactions, as seen in the Agile Manifesto, which values individuals and interactions over processes and tools10.
The staffing management plan can include hiring or mobilisation timelines, training needs, recognition and awards, security issues, and the impact of the human resources plan on the organisation9. Due to increasing competition, recognition and awards may take a back seat, with compensation (e.g., time off) being an alternative.
The PMBOK suggests tools for development planning, such as organisational charts, job descriptions, expert opinions, and team meetings9. Informal interactions and organisational theory also play a role in understanding individual and team behaviour13.
Team development stages involve forming, storming, norming, performing, and adjourning14. These elements can also apply to virtual teams15.
In SCRUM, the team leader ensures adherence to values, practices, and rules. The leader helps the team become more productive and develop higher quality products5.
Training includes activities designed to enhance skills, ranging from brief meeting agenda items to external expertise to improve interpersonal relationships.
For project team management, the manager can apply knowledge of behavioural and motivational theories. Herzberg discusses task enrichment and presents the X and Y Theory, arguing that hygiene factors in projects are crucial28. Maslow addresses the hierarchy of needs13.
Human resources are a major component of the project, requiring diverse skills, postures, techniques, and knowledge, which can lead to inevitable conflicts. Properly managed, these conflicts can be beneficial. Various techniques for conflict resolution exist.
Fisher and Ury26 view negotiation as a two-way communication process aimed at reaching a joint decision.
Conflict management, negotiation, and leadership are crucial in project environments. The manager must handle project complexity by integrating knowledge, people, processes, and projects.
Leadership involves motivating the project team, emphasising the project mission, and exercising leadership skills within the team environment. It can focus on tasks or people, with technical leaders assisting in guiding the team and the project10.
The first commitment of leadership is to clarity, with communication being crucial27.
Staff involvement is key to meeting project requirements, and consensus planning is often implemented. Relationships with acquisition, communication, deadlines, quality, and costs are tightly coupled from planning to execution, as they are realised and understood by people.
Negotiation separates people from the problem, focusing on the issue to help reduce decision-making. A mediator can offer different perspectives on authority, leadership, and power.
Understanding organisational culture, project environment, and behavioural and motivational theories is another challenge. The project manager may not always have enough time to address all organisational complexities and requires project sponsor support to ensure all planning aspects are addressed.
Team development stages, such as forming, storming, norming, performing, and adjourning14, can also apply to virtual teams15.
Organisational structures and individuals' arrangements for conducting innovation processes are a form of communication of the company regarding the level of priority and strategic importance that these elements occupy. The stakeholders of innovation projects may include educational institutions, ICT's basic industrial infrastructure, technology company clusters, suppliers, users, systems of innovation, government, financial markets, and legal systems.
development agencies, business systems, among others. Added to this is the example of the industrial revolution in the political and economic environment, which were factors in encouraging innovation.
In general, project management methodologies deal with stakeholder management. The PMBOK 5th ed.9 presents a set of processes for the identification, planning, management, and control of the engagement level of stakeholders. Scrum5 reinforces the importance of the relationship between stakeholders with frequent meetings. PRINCE216 underscores the importance of stakeholder engagement. Particularly in the field of innovation, fully identified stakeholder engagement is critical to success.
Innovation depends on the technological capacity of the organisation. This capacity is related to a set or stock of resources based on technological knowledge. Often, companies derive mechanisms of technological learning. The form and speed with which companies build and accumulate technological capacity directly impact their competitiveness. Some questions are relevant in the assessment of capacity and technological innovation:
Where are we in terms of technological capacity? How long did it take to get here? How long have we been "stationed" at a given level of capacity for a specific technological function? How far are we from the technological frontier? Where do we want to be by year X? What are the resources and how do you manage them to reach a level of technological capacity in X years?
Technology capability and technology are developed within specific organisational contexts. The more complex the context, the more difficult it is to imitate and copy—this is a source of competitive advantage. In the context of developing countries, human capital and organisational capital have greater relative importance than technical systems.
According to Temaguide, "Technology consists of knowledge and experience as well as equipment and facilities. It is software as well as hardware and it is services and systems as well as products and processes. Technology uses ideas, creativity, ingenuity, intuition, intelligence, and foresight" (Temaguide, 1998). Innovation in organisations can be analysed in three dimensions: macro, meso, and micro. The macro dimension refers to short-term indicators, S&T&I policies, national/regional innovation infrastructure, systems of innovation, cooperation networks, technological regimes and systems sector, financing innovation (public and private), and the sociocultural context. The meso dimension is related to the innovation strategy, institutional guidelines for ICT for innovation, innovative business models, innovation projects portfolio, and organisational structuring for innovation. The micro dimension deals with innovation projects, the construction of competences—individuals and groups, technological learning, entrepreneurial behaviour, and financial management of innovation.
Organisations are immersed in contexts that act as conditioners of innovative activity. For this, companies must take into consideration the market, the solutions, the commercial relationships, the consumer experience, among other aspects. Innovation also differs among industrial sectors17.
The sectoral competition pattern presents its own structural characteristics:
Companies demand funding for their innovation projects because of the inherent risk of these activities. Investing in development and market testing is still needed to mitigate risk. Many projects must manage the impacts they can bring to the development of the business.
Investment patterns and the influence of capital differ between sectors. The key factor can be related to the understanding of internal processes and the innovation model18.
The innovation model can also determine the inclusion of new stakeholders. The innovation models include the joint development with external partners, the use of formal networks or consortia, joint ventures, open innovation, and open source. Depending on the level of influence of the partners, they will have more or less strength in relation to the project direction.
Other aspects that can be considered in the identification and engagement of stakeholders are the implementation of idea channels, use of experiments and prototypes, and control of deliveries. Additionally, it is suggested to avoid believing that all ideas are within the company, letting the "owner" of the idea manage the project from start to finish. This will impact the identification and management of stakeholders. It is important for the project manager to define and select the strategy, coordinate the project management plans, and create a human resources management plan specifically for channels and stakeholders.
The mechanisms by which information can be exchanged: Writing (physical or electronic), spoken (in person or electronic), formal or informal (formal documents or electronic media), through gestures (tone of voice or facial expressions) through media (images, actions or just the choice of words). Project managers spend most of their time communicating with the staff and other stakeholders. Communication activities can have many dimensions, including, but not limited to internal (stakeholders within the project and organisation), external (external stakeholders such as customers, suppliers, other projects, organisations, government and environmental activists).
Communication can also be non-official in order to establish and maintain the profile and recognition of the project and develop strong relationships between the project team and stakeholders, using flexible means.
Communication develops the relationships needed for successful results. It includes developing strategies and plans for artefacts and communication activities. The project communications are based on efforts to avoid misunderstandings and communication misunderstandings. Misunderstandings can be reduced, but not eliminated using the 5Cs communications written in the writing of a traditional message.
The 5Cs of written communications in the drafting of a traditional message translate into Correct (grammar and correct spelling), concise (concise expression and elimination of excess words), clear (purpose and targeted clear expression to the reader's needs), coherent (logical and consistent flow of ideas) controlled (controlled flow words and ideas).
The 5Cs rules in written communications are supported by communication skills: active listening (remain engaged with the speaker and summarise the conversations to ensure effective exchange of information), awareness of cultural and personal differences, identifying, defining and managing the expectations of stakeholders.
Improving these skills of all team members involved: persuade a person, team or organisation, motivate people, provide encouragement or confidence, guiding to improve performance, resolve conflict and negotiate to reach mutually acceptable agreements.
Emerging trends and practices for managing project communications include but are not limited to: inclusion of stakeholders in project review, inclusion of stakeholders in project meetings (including the inherent practices to agile approaches). It is observed the increased use of social computing and multifaceted approaches to communication.
As each project is unique, the project team will need to adjust how the Communications Management processes are applied. The considerations for adaptation (tailoring) include stakeholders (internal, external or both), physical location, technology communications, language, knowledge management. design environments subject to various elements of ambiguity and change are inherent need to communicate details evolving and emerging more frequently and quickly. Post-project artefacts in a transparent manner and conduct frequent periodic review of interested parties aimed at promoting communication with management and stakeholders.
Effective communication involves interpersonal knowledge and skills related to a set of technical, interpersonal and conceptual skills. It is a broad subject and involves a substantial body of knowledge that is not limited only to the project context. The Communication refers to the effective exchange of information and involves the emitter and receiver models, feedback, communication barriers, choice of medium, writing styles and how and dealing with conflict.
The computerised project management employs the processes required to ensure the generation, collection, distribution, storage, retrieval and disposal of project information in a timely and appropriate manner. This provides critical links among people and information that are necessary for successful communications. Everyone involved in the project should understand how communications affect the project as a whole.
According to PMI, GP's spend around 90% of their time acquiring or communicating project information. It is the central point for all project communication and should be well prepared and focused for communication with senior management, project team, peers and customers. It should also act as the principal representative of the project management for the customer and maintain an open and friendly relationship. It should serve as a focal point to ensure a real and two-way communication between the team project and client.
For this, the project manager must develop an approach and appropriate communication plan for the project, based on the needs and requirements of interested parties and organisational assets available. Some important observations that should be taken into account: who needs what information and who is authorised to access it when the information is needed, where information must be stored and in what format, how the information should be retrieved, which spindles schedules, communication barriers, and cultural aspects must be considered. There are countless documents that assist the project manager in its activities: project charter, project management plan, project documents, documentation of requirements which may include communications with stakeholders.
The organisational process assets are important in addition to the lessons learned include the historical information that can provide decisions and results based on previous similar projects related to communications problems. The analysis of the communications requirements results in the sum of the information needs of stakeholders and are defined by combining the type and format of information needed with an analysis of the value of such information. An important component of planning the project's communications is to determine and limit who will communicate with whom and who will receive what information.
Communication technology involves the methodologies used to transfer information between stakeholders and may vary between meetings, documents, websites, databases, etc. Factors affecting the choice of technology: the urgent need for information, availability of technology, ease of use, design and environmental sensitivity and confidentiality of information.
The communications management plan usually pretty involves the reporting requirements of stakeholders, the information to be forwarded, format, content and level of detail, the person responsible for communication of information, methods or technologies used to convey the information, the Frequency communication.
They are not limited to email, fax, voicemail, telephone, video, Internet meeting, websites and publications on the web. Electronic tools include project management web interfaces for project management software and preparation of schedules, software to support virtual meetings and offices, portals and collaborative work management tools. May include performance reports, performance reports, status of deliveries, schedule progress, costs incurred, registration issues, project financing requirements. Other documents may be included, such as correspondence, memos, meeting minutes and other documents used in the project.
The computerised environment can enable monitor the entire project life cycle to ensure that the communication needs of stakeholders are met. It may also include data representation and evaluation matrix of stakeholder engagement by providing information on the effectiveness of communication activities.
In the project environment, it is common to see change requests related and impact on estimates of new and revised cost, activity sequences, schedule dates, resource requirements, and analysis of alternative risk responses.
On from there has been adjustments to the project management plan and document corrective action recommendations, preventive action recommendations. However, there are actions that the GP can take to ensure effective communication.
The GP must recognise the importance of interpersonal communication between members of your team and encourage their informal communication. GP's must also recognise that communication is a two-way road and cannot simply give orders, but encourage feedback and consensus building. The GP must unite your team, start relationships, links, establish reporting and accountability in formal and informal communication. You should also avoid communication barriers.
Project managers should establish a management plan of communications, post status reports, asking Interested parties which should be communicated to them, identify which communications need to obtain stakeholder review communications often in team meetings to reduce communication problems. Possible interdependencies may impact on resources, cost, time and cause delays or other problems.
Another challenge is the understanding of the organisational culture, the project environment, the behavioural and motivational theories. In this regard, the project manager does not always have enough time to deal with all the complexity of organisational processes. You have to project sponsor support to support the same execution that all aspects of planning have not been treated in time.
We selected some mobile systems and tested for completeness and adherence to these requirements and concepts in project management methodologies to verify their completeness and consistency.
Wrike is a highly customisable project management tool. It comes with all the standard project management features: task creation and management, resource allocation, team communication. Wrike also has built-in features for team and budget tracking, reporting. Aside from the standard task management options, detailed Gantt charts, and dynamic to-do lists, Wrike for Android incorporates device options such as the camera and photo-attachment function, and simplified file management. Its Android mobile app also includes using Gantt Charts19.
Asana. Its task management features let you organise, add, and complete tasks from your Android device including the ability to create tasks, set deadlines and assign team members to them. Project managers can also add task details, share and start conversations inside teams. Asana comes with extensive reporting, custom dashboards, task dependencies and integrated search. Likewise, the tool's project management features are perfect for collaborating with team members on shared tasks or projects. The ability to add photos and files to each task ensures that everyone is on the same page. If that's not the case, then the comment, announcement, and question features keep lines of communication open. Asana also offers dashboards and features collaboration, and webinar training for the app. Asana with the project leader can share projects with teams as well as with unlimited clients, vendors, contractors. You can use Asana to plan your day, visualise goals and milestones, set tasks and due dates, and communicate priorities, offers central administration and billing20.
BaseCamp. The app's dashboard shows your team's discussions, to-do lists, events, and more in the same place. Elsewhere in the app, you can embed images into messages, comment directly on lists and tasks, attach code samples, and more. You can even forward important emails into Basecamp so you can share them with your team. It allows users to create projects, add and assign tasks to team members. However, compared to previous tools, each project is organised differently with Basecamp's to-do lists, message boards and schedules. The tool also includes collaboration features such as in-app messaging and document sharing with teams21.
Trello. Among other options, you can access all of your Trello boards, cards to prioritise tasks, and add to-do lists that let you check off when complete. You can even attach files from file storage systems like Google. It's a great option for teams that use Kanban Agile or to manage and organise their work. With Trello, projects are organised through boards and lists for each specific task statuses within boards. Tasks are added via cards that can be moved from one list to another according to status: planning, in development and completed - for example. It is available on Android, iOS, MacOS, Windows and web platforms, and accommodates individuals, as well as small and medium-sized businesses. Its drag and drop interface includes agile project management, budgeting, collaboration, customisation, issue tracking, learning and training support, notifications, task management and traditional project management functionality. Trello also offers expense budget tracking, reporting, resource management and project notifications; automatic backup and secure data storage security22.
Monday lets users plan and work on projects in the same space. Its goal is to help you manage projects of all sorts, from ad campaigns to bug tracking. Best of all, you can do this from your laptop or Android app. Monday.com gets great reviews in the Google Play store. Users love its simple UI, task synchronisation, vendor tracking, and more. You can also manage, plan, schedule, and track tasks alongside time tracking per project23.
Smartsheet's UX will feel familiar to those who use spreadsheets to track or manage projects. With different views for lists, spreadsheets, charts or Gantt, its flexibility gives you a great overview of each project you work on. You can create a new sheet within the app. It is an online tool PM that provides rich data integration tools and task collaboration for businesses of all sizes an easy to use within spreadsheet interface. Smartsheet provides solutions for project teams with budget management, bug tracking, collaboration, file sharing, Gantt charts, idea management, issue management, milestone tracking, percent fill-tracking, project planning, resource management24.
TeamWork Project’s Teamwork Projects helps manage several large projects at once with features like time tracking, task management, Gantt charts, and more. Among other features, its Android app lets you answer messages, share using a predefined project template, task sheet, or blank sheet. Then, you can grant access to anyone on your team25.
Other project management tools: MeisterTask for project combining; KanbanFlow (Web) for combining Kanban, time tracking, and Pomodoro; Freedcamp for managing projects and all communications in a single tool; Paymo for freelancers who charge by the hour; Bitrix24 is classic Gantt charts with project management; Podium for customising your project management tool; Yodiz for Agile and Scrum teams; Agantty (Web) for creating Gantt charts quickly and easily; AND CO for projects that require invoicing. Integration with other applications assists in minimising the limitations both as functionality specifically communication. The Monday.com is one example of the tested applications26.
Stated following requirements tools and techniques partially supported by the systems analysed. Among them stand out and can be treated in documents, external and through spreadsheets tools: corrective actions (implemented), deliveries, implemented defect repair, implemented changes, requested changes implemented preventive actions, rejected changes, value technique, forecasts , integrated change control, termination of contracts, templates, forms, standards, product analysis, alternative IDs, asset organisational processes, dictionary of EAP, inspection, redesign, models, activity attributes, list of landmarks, prepayments applications and delays, method of MDP precedence diagram method of MDS arrows diagram, resource estimation of activity.
Other limitations relate to organisational structure, productivity indicators, process development, process mapping and the chosen project management methodology.
This article first addressed the motivation to use technology applications in businesses, with a particular focus on mobile devices advancing to understand their usage under strategic planning. Strategy fundamentals were discussed first, with the purpose of studying situations where IT could be efficiently applied to achieve predetermined goals and planned actions.
It is observed limitations in the tools for mobile devices for both meeting the formal methodologies as compared to the agile practices. Thus, each tool has its own characteristics and favourable points for its adoption according to the specificity of the organisation.
It must be underlined that there are important requirements not contemplated by the tools that should be observed by the methodologies and organisation-to-organisation.
Another aspect to highlight is the growing importance of mobile devices, especially in communication, which is essential to the success of projects.
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