project plan Archives

The latest changes in Goal Nabber aim to give you greater efficiency. They will improve your teamwork and projects. We continue applying our strategy. It is based on three pillars. One is intuitive graphical user interfaces to make it easy for everyone. Second is helpful built-in intelligence so that you can focus on the essential. Lastly, time saving features to allow you to choose how to use it.

A new design is brighter and focused

A new design is brighter and focused on the work at hand. The brighter design is less distracting and more positive. Pages automatically scroll to the work area. The navigation menu remains accessible by scrolling upwards. Your work area is immediately the centre of attention.

Project indicators

Project indicators are part of the Project view. This gives you the greatest chance to succeed. They evaluated the most common reasons of failure. Visual feedback and tips guide you. Without knowing, the preventive actions provide greater efficiency. Your team avoid the most common pitfalls. Your projects are more successful.

Improving the integration of huddles

Improving the integration of huddles is essential. Your continuous improvement is dependent on it. Each analysis, decision, milestone is a steppingstone. It is an input to something else. The new release contributes in two ways. Firstly, they are easier to spot with the icon. And, the suggestions are based on the context. The most relevant ones are up front. You save time by having your result in the next step right away.

Including participants

Including participants is simplified. Of course, you can still invite any of your existing contacts. Wither they are in your contact list or not, you only need to have their email. If they are new, they will receive an invitation on your behalf to sign in and join. That way you can include all you the people useful to reaching the team’s goal.

Updates to huddle features

E ach release has updates to huddle features. This is important for greater effectiveness. Examples include the Voice of the Customer, Action Plan, Mind Map and more. The User Interface for the Voice of the Customer is redesigned. We may dedicate a future article to highlight the analysis of your customer needs. The UI and forecasting models have been updated for Workflows and Action Plans. The forecasting is better. You can take actions today to be more successful tomorrow.

Bug fixes and minor improvements

Bug fixes and minor improvements are also included but not listed here.

To help you have greater efficiency with Goal Nabber, we are most appreciative of the feedback that you give us. Please continue to send us your likes and dislikes to customer support. We regularly give subscription rewards to show our appreciation.

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While we recommend trying, our Frequently Asked Questions is available with a lot of information.

Although there is an acknowledgement improvement is needed, managers often don’t know where to start a project. The routine firefighting dominates. Ideas and projects pill up and lack resources to reach significant change. It leaves little to no space to step back to solve the fundamental problems. The first condition, for change to happen, is to invest time and means to make changes.

Every methodology has goal setting in their first stages. It is true for project management. It true for LEAN Six Sigma. They also emphasize on the business value or business cases. When speaking of goals, we could distinguish the ones related to business value and the ones related to the project execution (e.g. % complete, velocity, gates completed). Too often, project execution goals become the center of attention. At the same time, the lack of focus on business value (vs. technical details) is one of the major causes of project failure. To overcome that pitfall from the start, defining business value goals is where every project or initiative must start. This will provide:

A Road Map for success by clarifying the start and end points;
Focus by visualizing the objective;
Priorities by defining level of importance or influence;
Measurement of progress to the realization of the desired benefits (different to project monitoring);
Motivation;

These are also the reasons that setting goals should not be fast tracked or overlooked. Through engagement with team and stakeholders, it aligns the team and organization behind the expected benefits. By describing the start and end points, it helps define the types of benefits, the measurements, understand the current state. The measurement is not always easy to determine. Because what is not measured can’t improve, you can consider broaden from conventional key performance indicators. For examples, a condition or event occurring. At the beginning, you probably use assumptions to quantify. That’s alright, it enables to prioritizes the biggest opportunities and expectations. These assumptions can and should be refined as the project progresses. In Goal Nabber, this is done in the Value Proposition of the Project Plan. Based on the context, it will propose the most adapted and common methods to complete the above (e.g. brainstorming, prioritization, voice of customer, decision matrices). Taking the time to clarify the goals and objectives will increase the buy in and increase the motivation.

Socrates said that a properly articulated problem was already halfway solved. The above provides essential inputs for completing the plan and delivering the desired outcomes.

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Tag: project plan

Latest release for greater efficiency