The best of project life cycle


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Project life cycle: the importance of planning and communication at all stages of the project life cycle.

This is a collection of excerpts from the blog archives 2008 - 2013 presenting top tips and advice from our professional project managers in a "best of" series now available free to download and share.

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The best of project life cycle

  1. 1. The Best of Project Life CycleA selection of professional insights from the Blog archive © 2013 All Rights Reserved 1
  2. 2. Since 2008 our project management professionals have been sharing knowledge,experience and learning with online readers via the Project Manager Blog.Their collective wisdom provides a wealth of how to, top tips and best practice advice,for project managers, teams and businesses.To make their writings more accessible we’ve created a series of “Best of” projectmanagement topics available free to download and share.Here is a collection of excerpts that discuss the importance of planning andcommunication at all stages of the project lifecycle.Enjoy!Jason Westland CEOProjectManager.comPreventing Your Project Launch From Being Scrubbed at the Last Minute ................................................ 36 Tips to Start your New Project ................................................................................................................. 4The 5 Things to do when your project is over ............................................................................................. 7What is Project Planning After the Project is Complete? ......................................................................... 11How to Plan a Project for Closure ............................................................................................................. 14Using Project Planning Software for Project Closure ................................................................................ 17Five Steps to Protect Project Initiation ..................................................................................................... 19How to Kickoff a Project ............................................................................................................................ 19Typical Project Phases ............................................................................................................................... 1930 Day Free Software Trial ........................................................................................................................ 20 © 2013 All Rights Reserved 2
  3. 3. Preventing Your Project Launch From Being Scrubbed at theLast MinuteIt’s like the Space Shuttle is about to take off and it’s T minus 10 seconds. Thecountdown begins and someone pipes up to say, “Scratch the mission,” because theynoticed a fingerprint smudge on one of the windows. To prevent feedback from comingin so late in the process:Get Everyone Involved Early On: Yes, this sounds obvious, but the emphasis is not somuch on the early timing as it is on ‘everyone.’ Make sure you have identified everyoneon the approval path. You may find a handful of people that show up later in theprocess to have a tendency to slow things down. Verify that these are the ONLY peoplethat have the final say about the application going live. Otherwise, you’ll be chasingapprovals for the rest of your career.Set Expectations: Once you’ve identified everyone on the approval path, make sure toset the expectation that they need to give this project the attention it deserves. Recountexperiences that demonstrate how last-minute feedback almost always throws thedelivery date out the window. Correlate cost with substantial delays in the project.Make a Big Deal Out of Not Getting Feedback Early: Don’t assume silence is consent. Ifyou have not received feedback from someone you know must provide feedback, go getit. It means that they have not taken the time to form an opinion in order to givefeedback. All systems are NOT GO until you have heard what they have to say.Define What Is Considered a Show-Stopper:It’s almost impossible not to receive last-minute feedback on a project. However, partof setting expectations should be to definewhat a showstopper is—a legitimate concernabout functionality that would prevent theapplication from going live.For example, if an engineering program wasfound to have some incorrect calculations—that would stop the show. Conversely, if thewrong shade of color was used on a button, it would not be considered a showstopper. © 2013 All Rights Reserved 3
  4. 4. It’s not that it won’t get fixed; it’s just that it won’t prevent the application from goinglive.Nothing is more frustrating than counting down to an application’s official launch onlyfor the mission to be scrubbed due to last-minute feedback. Minimize the chances ofthis happening by expecting it to occur and taking steps to get the feedback early on.What happened to this revolutionary new technology project we were working on?Eventually, everyone had their say and this feedback was incorporated into the finalapplication. Unfortunately, this extended the timeline that the application was to bereleased by approximately 4 weeks. The application ended up being that much betterdue to the feedback, but it would have been nice to have delivered on schedule.Take the steps above to provide you with this invaluable feedback early on and you’llend up with the best of both worlds. A great application delivered on time!6 Tips to Start your New Project1. Assemble Your Project TeamWhat is a project without a team? You may already have a good idea of who needs to beon the project team, but if not, talk to your project sponsor about who would be bestplaced to contribute to the project. You may need to involve other managers as well andask them to make their own team members available on a full or part time basis toprovide their specialist skills to the project.Think about all the business areas that will need to be represented on the project andaim to include someone from all of them. You may also need some technical resources,so talk to the relevant technical team leaders to see whom you can bring on to theproject.2. Hold a Kick off MeetingWhen you have your project team in place, get everyone together for a kick off meeting.This is a great opportunity to have everyone meet for the first time. Use the meeting todo introductions to all of the team members. © 2013 All Rights Reserved 4
  5. 5. There are a number of icebreaker-style games that you can use to get people talking.My favorite is to ask each person to find 5 things they have in common with everyoneelse in the room. This could be something as simple as liking the same type of food orhaving children at the same school, but I’ve also done this exercise with teams andfound people who have lived abroad in the same country (albeit at different times) andwho play the same sports.It is an easy way of focusing on common ground.If you can get people working together duringthis meeting, perhaps on putting together aproject charter or some ‘rules of engagement’for the team, then even better! You can also usethe time to clarify the roles and responsibilitiesfor each individual as well as the project aimsand objectives.3. Set up Your Project ScheduleYour project schedule will need to be createdwith input from the team, but some of the basicstuff you can put together yourself. For example, set up the right resources in yourenterprise project management tool and make sure everyone on the team has access tothe online system. You can enter some of the project tasks that relate to projectmanagement, such as the preparation of key documents, reporting milestones, theoverall structure such as phases or stages and budget milestones.If your Project Management Office has provided templates as part of the online tool,you can use them to save yourself some work. Once the basic project schedule structureis in place you can work with other people in the team to prepare a list of tasks that canthen be transferred to the project management tool for everyone to see and update.4. Set Up Your Project Filing SystemMany online project management systems have document repositories or the ability tostore documentation in a central place online. If yours does, set it up now so that youhave a strong foundation for your project filing system. © 2013 All Rights Reserved 5
  6. 6. Decide on how you will name documents and whether you will use version control (Irecommend that if your project management tool has a version control feature that youswitch this on for your project).Create folders and sub-folders if you need to and ensure that everyone on the team hasthe right level of access. For example, you may want to grant core project teammembers access to read, write, delete and edit documents, but some otherstakeholders may only need access to read what is there. If you aren’t using an onlineproject management tool, you can do the same exercise with shared network folders (oreven paper folders and files!).5. Write a Project InitiationDocumentA project initiation document explains what theproject is going to achieve and provides somedetail about how you are going to get there. Youmight also hear it referred to as a projectcharter or a project definition document.Whatever the name, you need one!It is a good idea to use a template if you have one so that you can save some timeputting the document together. The project initiation document should include aims,objectives, key success criteria, an overview of the major project milestones from yourschedule, a list of people involved and what their role is, a high level estimate of thebudget and a reference to any standards that you intend to use during the project.In practice, you can include anything you like that sets the scene for the project andhelps explain clearly about what you are going to do. Get everyone on the project toagree to the contents and ask the project sponsor to sign it off – it is a great way toconfirm that you have really understood the brief and the document helps everyoneunderstand what is expected of them.6. Create a Risks and Issues LogFinally, your project needs a risks and issues log. Again, use a template if you have one.If not, you can create a simple log in a spreadsheet package, or any other tool thatworks well for you and your team. © 2013 All Rights Reserved 6
  7. 7. The log should include key information about the risk and issue as well as your actionplan to address it and the name of the person responsible for carrying out those actions.You’ll also probably want to include the date it was identified. Once your columns areset up, you can start populating the log with the risks and issues you have identifiedduring all your initial discussions and preparation for the project. Work with your teamto come up with as many things as possible that might cause problems for the project indue course, and log them all.The 5 Things to do when your project is overThe great thing about projects is that they have a beginning, middle and an end. Youknow that there will always be an end, and while that might be a sad time as it meansyour wonderful project team going off and doing different things, it is also a time to lookback on the work you have achieved together.Just because you have reached the end of your project doesn’t mean that the projectmanager’s job is over, though. There are still a number of things for you to do beforeyou can truly say that this project is closed and you can move on to working on anotherproject. Here are 5 things to do at the end of your project.1. Make Sure Your Plan is Up to DateYour plan is up to date, isn’t it? Thatmeans all the tasks on the schedulehave been ticked off as completed,everyone has submitted their lasttimesheets and your online projectmanagement tool has no tasksoutstanding.It’s very easy to be in the final weeks ofyour project and stop updating yourproject schedule – everyone knowswhat they need to do over the last fewweeks, so there isn’t much point, is © 2013 All Rights Reserved 7
  8. 8. there? Actually, it’s really important to leave everything tidy, especially if you are usingan enterprise project management tool that collates data for reports and dashboards.You should make sure that everything is up to date so that you have accurate data.2. Review the Risk LogTake a look at your project risk log. Now the project is over, you’d expect all those risksto have gone away, wouldn’t you? Unfortunately that might not be the case. There aresometimes risks that have been identified as part of the project that do or could relateto the ongoing running of the product or deliverable. Double-check the risk log andmake sure that there is nothing on it that you should be passing over to the operationalteam to manage now that the project team isn’t controlling the mitigation activities forthe risks.Examples of risks that fall into this category could be things like a reliance on a smallgroup of resources for support, or the risk that user documentation may fall out of dateif someone doesn’t keep maintaining it. You can probably think of other things that youidentified during the project that might not be ‘over’ when the project is technicallyfinished.The likelihood or impact of the risk may be different when it is moved to an operationalsetting, but that is for the operational team to decide. Include any outstanding riskswhen you do a handover to the operationalteam, then update the risk log to say that thisrisk has been handed to them to manage. Youcan then close the risk on the log, which is atidy way of making sure the loose ends aredealt with.3. Carry Out a Post-ImplementationReviewWhat went well on your project? What didn’tgo so well? The purpose of a post-implementation review is to look at whathappened on your project and learn the lessonsfor next time. A post-implementation review © 2013 All Rights Reserved 8
  9. 9. takes a bit of planning as you will want to make sure that the right people are availableto attend and that you create an atmosphere that allows people to share what theylearned. Ideally, you will have been capturing lessons learned throughout the project sothis can also be a good time to review those.If you are concerned that with the whole team together you won’t actually get at thetruth, consider having separate post-implementation reviews with different sections ofthe project team, and then bringing everyone together for an overview session once thedetailed sessions have been completed.Document the output from the post-implementation review meeting or workshop andmake sure that you share it both with the people on the project team (so they can bemore effective when they work on projects next time) and the Project ManagementOffice (so they can share it with other project managers in the company). The risk ofcompleting the review but putting the findings in a drawer is that you don’t build up anorganizational knowledge repository and the company will find itself making the samemistakes on projects over and over again.4. Archive Your ProjectYou might think that your project filingsystem today makes perfect sense, butcome back to it in 6 months – will you stillknow how to find your way around thefolders? Spend a little time going throughany online document repositories andshared network folders and tidy them up.Make sure there are copies of the latestdocuments and that everything else isclearly marked as an old version (youronline project management tool mayhandle version control for you so theremight not be anything for you to do here!).If there are files with obscure names,rename them something that will make sense to you or a colleague if you have to comeback to them again in the future. © 2013 All Rights Reserved 9
  10. 10. If you had any paper files, box them up and send them off for storage. Again, make surethat you and the Project Management Office know how to get hold of them again if youever need to, perhaps, for example, if you have to run a similar project in the future andwant to reuse some of the paperwork or materials.Of course, most project documentation is entirely electronic these days, so you aremore likely to have to tidy up online files and folders. Remove access to thedocumentation from people who are no longer working on the project team. This couldbe as simple as requesting that the IT team revoke access to the project managementtool for those people who no longer need it. Once all your online housekeeping is doneand the project documentation is in a good state, officially close the project in yourelectronic project management tool so that everyone can see that this project is nolonger active.5. Celebrate!Yes, you deserve it! Have anend-of-project party or at leasta little celebration in the officeto mark the completion of theproject. There are a number ofways to celebrate, and you canno doubt think of things to dothat will mark the end of theproject for your team in a waythat is memorable for them.Cakes, a team picnic, a dinner or drinks out, go-carting, a thank you letter from the chiefexecutive…there are lots of things that you can do, and you don’t have to spend a lot ofmoney (or any at all) if that is a constraint on your team.The point of a celebration is to say thank you for all the hard work that the project teamhas done over the course of the project, and also to draw a line under the project tasks.It also signifies the time that project team members move on to other projects or goback to their day jobs if they were seconded to the project. © 2013 All Rights Reserved 10
  11. 11. Closing a project can be an exciting time as you can look back and see what youachieved as a team. Don’t leave things undone in your haste to move on to anotherproject – take the time to do these 5 things and you’ll gain a reputation for finishingyour work in a professional way.What is Project Planning after the Project is Complete?Project planning is sometimes thought to only occur at the beginning of a project. But,doing a post-project review session can definitely feed into the beginnings of the nextproject planning session. The following are some guidelines you can use to put togethersuch a comprehensive review.What Do You Need?A big part of answering what is project planning after the project is complete is to havethe answers to some of the questions below. You can pull these items together as theproject manager or let your team members know that you’re going to be doing this atthe end of the project and for them to keep up with the collateral you’ll need throughthe course of the project.Did the project meet its objectives? – The project may have technically come tocompletion and is considered closed, but did it accomplish what it set out to do? Thisreally speaks to the business value of the project and whether that met its realization.Many projects may be “technically correct, but fundamentally wrong” meaning that theoriginal intent or purpose of the project was missed once the project was complete.How was the Schedule Performance? – Did the schedule stay on track during the entireproject or was there some scrambling or adding of resources that needed to be done inorder to make sure the project finished on time? This isan important answer to consider in order to get a senseof how good the original project estimates were.Did Resource Expenditures Stay within Budget? – Thisis a different view of the question above that allows theteam to get a sense of the financial impact of theproject estimates that were assembled.What Problems Arose During the Project? – Problems © 2013 All Rights Reserved 11
  12. 12. are going to surface during any project. You may wonder what good is project planningfor if you can’t eliminate all problems from a project. It is rare, if not impossible, for aproject of any magnitude or complexity to make it from start to end without some typeof issue to surface. Be sure to document these along the way and bring them to yourpost-project review session.Was the Customer Satisfied with the Project? – If this is an external project that acustomer is paying for, what is their reaction to how things went? The answer to thisquestion could go either way. You could think the project went terrible as an internalproject team but the customer might be thrilled. Or, you might think the project wentexceptionally well as a project team but the customer was terribly disappointed. Howcan you find out? Ask the customer.Was Management Satisfied with the Project? – This is the same question as aboveexcept that you would ask your management as to how satisfied they are with thesuccess of the project and the impact it had on the company.How Did the Project Management Processes Work? – Every organization has at leastsome form of project management process in place. It could be as simple as gettingsign-off on a statement of work before work begins to a full-blown enterprise wideprocess with gateways and checks and balances all throughout. How did it work? Was itthe right amount of processes or did it slow things down unnecessarily?What Lessons Were Learned? – As stated earlier, lessons learned are one component ofunderstanding what is project planning after the project is complete. There may havebeen some “a-ha” moments where the light bulb went off in yours or your teammembers head. It could be that a different way to do something presented itself or youcame across a much faster way of getting something done. Document these lessonslearned and be prepared to bring them to the session.How Do You Run the Meeting?Once you have all of this information in hand, assemble the team. Consider everyonethat touched the project at various stages of its lifecycle. It’s sometimes easy to forgetthose at the beginning of the project (salespeople, estimators, analysts, etc.) since theirwork is long done by the time the end of the project is reached. However, it’s importantto pull them into the process as well. © 2013 All Rights Reserved 12
  13. 13. It’s not necessary to have every single person involved, but at least a representativefrom each of the major functional areas.If the project was of considerable size and spanned 6+ months or more then you shouldplan for a half-day minimum and most likely a day to cover the topics that need to beaddressed. Smaller projects that spanned less time could of course take less time toreview.Make sure you state up front that the purpose of this meeting is a learning experienceon what can be done better the next time around (just like reviewing the game after ithas been played) and not to point fingers at anyone.NOTE: You really need tomake sure it doesn’t turn intoa blame-storming session oryour trust factor will quicklydeteriorate and your meetingwill be rendered useless.How can you do this? Youcan start with having peopleidentify what others did verywell. Then, you can havemembers examine how theyperformed themselves(starting with you) and anyareas they feel they couldhave improved in. Over time the defense mechanisms in the room will come down andyou can have a constructive, non-threatening, adult conversation with a group of peoplewhose motive is to improve.You can start with the purpose of the meeting and any particular objectives you want tomake sure are accomplished before the meeting concludes. Then, in the high-trustatmosphere you have created, you start digging into the questions above and discussproject performance (results, schedules, resources, processes, etc); discuss any itemsthat were of special note or consequence during the project; review customers andmanagement’s reaction to the project; review problems and issues; talk about lessonslearned and then how to apply all of this toward the next project the team undertakes. © 2013 All Rights Reserved 13
  14. 14. How to Plan a Project for ClosureWhen you think about how to plan a project for closure, you may wonder why this is sodifficult. There are a number of reasons why this is the case:1. The Devil is in the DetailsTo use another cliché, the devil is in the details. When aproject begins, most people that are involved are excitedabout the prospects that it will bring to increase revenue,decrease cost, help with sales and marketing, or get paidfor by a client. The big picture looks exciting and everyoneis anxious and ready to go. Once the project has sloughedon for a couple of months, however, everyone begins torealize what a grind this project has become.There are a number of unanswered questions and decisions that need to be made inorder to finish the project. This requires meetings, time, and bandwidth and has atendency to keep project closure at bay.2. Requirements ChangeDepending upon the duration of the project, the requirements that were in place whenthe project started may have changed. This could be due to a host of reasons, rangingfrom legal considerations to a change in plans. You should count on these changesoccurring as it will happen on nearly every project. Have plans in place to allow for thistype of change to occur and make sure everyone knows that this will extend the closureactivity related to the project.3. People ChangeThere’s horror story after horror story of how one person may have initiated a projectand then that person leaves the company or moves to another department. They arereplaced with a brand new person who has a very different view of the world, and moreimportantly the project. “We’re not doing it that way anymore”, are the first words outof their mouth as they sit down at their desk for the first time. You will definitely needto know how to plan a project for closure when the new sheriff comes to town. © 2013 All Rights Reserved 14
  15. 15. 4. Clients May be Extremely PickyClients come in all shapes and sizes. There are those clients that are great to get alongwith, they are easy-going, flexible and just focus on the big picture. Then, there arethose clients that are fastidious, demanding, persnickety, and finicky. These are theclients that come with a punch-list of items that must be done in order to close theproject out that is an inch thick. This certainly presents a challenge when it comes towrapping a project up, and more importantly, getting paid.How to Plan a Project for ClosureThere are a number of steps that can be taken to deal with the various situationsdescribed above.Begin with the End in Mind We’re back to the expression, “beginning with the end in mind“, but there is definitely value in it when it comes to closing out a project. This is where you establish and define your project objectives, what the project is designed to accomplish accompanied by objective measures andspecifications. The key is “objective” measures and specifications. There is a bigdifference between saying that the result of the project will “look good” (verysubjective…who is it supposed to look good to?) and “the color will be green, the sizewill 6’ x 6’, and it will be made of a particular type of wood”. The second is very specific,objective and is easy for people to compare and validate.Prepare a Checklist of What Must be Done to Close the Project OutWith the specificity of the objectives described above, it is now time to put together achecklist of all of those items that must be complete before a project is consideredfinished. This list should include the following questions:Are all project activities finished? Have all the meetings been conducted that arenecessary to complete this project? Have other departments or the marketplace beenmade aware that this project is complete? Are there any other activities that may havebeen missed up to this point that need to be complete? © 2013 All Rights Reserved 15
  16. 16. Are all required deliverables complete? This is a good time to reflect on the WorkBreakdown Structure (WBS). Take an objective stroll through this document and askyourself if all tangible deliverables have been completed. This includes documentation,training guides, and other deliverables that may not be “mission-critical” but arenonetheless important to the closure of the project.Have all necessary acceptances and approvals been obtained? This is one area wherenewer project managers run into trouble when it comes to how to plan a project forclosure. Not to be negative here, but the reality is that you sometimes can’t take peopleat their word. Putting their name in writing guarantees that selective memory will notbe an issue.I cannot stress enough how important it is to get sign-off and approvals in writing duringthe lifecycle of the project. You never, ever want to stray too far away from theseapprovals. This makes the person providing their signature accountable for their actionsand forces them to look at the deliverable prior to saying it’s ready to go.Have all required administrative tasks been performed? This includes closing out anyopen contracts, making sure any and all time has been entered against the project,billing is complete and people on the project have been released and/or are assigned tonew projects.Is all project documentation and deliverables archived? You want to make sure that alldocumentation related to the project is in a central repository for easy access later. Thismay serve as the basis for a similar project in the future, or you may need to answerquestions that arise about this project. It’s also a good place to store the LessonsLearned from this project. But, make sure you have these in another location as wellwhere you are actively implementing these in future projects.Include Project Closure Activities in the Project PlanOnce you know how to plan a project for closure, you need to include these activities inyour project plan. It’s easy to take these steps for granted because they occur aroundthe end of the project, and many times even after the project has been delivered. But,answering the questions above, pulling the proper documentation together and relatedactivities takes time. You need to budget that time into your plan; otherwise, you willfind that this most important step may not get done. © 2013 All Rights Reserved 16
  17. 17. Using Project Planning Software for Project ClosureClosing out a project is never easy. Before we delve into how project planning softwarecan help with this task, let’s discuss some of the challenges that people experiencewhen it comes to closing out their project.Project Closure may be Difficult for the Following ReasonsYou Don’t Know When It Ends: All the right questions may not have been asked whilethey were putting the tasks together in the planning software. One of the first questionsthat needs to be asked when a project kicks off is “what do we need to do to close thisproject out?” This means there must be a clear goal or set of objectives that must bemet in order for the project to be considered complete and closed out. There needs tobe an understanding that once the list of activities in the planning software is completethat the project will officially be wrapped up. Otherwise, the project can live on and onwhile the client or project sponsor looks for more and more things to be added to theproject.The Team Moves On: The project may be just close enough to finishing that the teambegins to be picked up by other projects. There are still activities that need to befinished in the project planning software, but these items are now left to those whowere (un)fortunate enough to be left behind. They are now strapped with their workplus the work of the person that left.People Just Aren’t That InterestedAnymore: Many projects are a long sloughthat can really drain you and the team ofenergy. The project may have started overa year ago and is still going on to this daywith no end in sight.There’s nothing wrong with long projects,but they do need to be broken down intobite-size and achievable chunks of activitywhere the team can feel progress.Some projects may come to a grinding halt in the QA cycle testing gets underway. Everyday there may be 10 defects fixed and 11 new defects found. © 2013 All Rights Reserved 17
  18. 18. Week after week of this type of testing can really begin to discourage people and theybegin to wonder if the project will ever be complete. This causes people to lose interest,begin to look for other projects that may be more appealing, or worse.Sounds like real relationships, doesn’t it? The point is that you need to expect 100%project closure to be difficult and account for this in your project planning software. It’salways amazed me how challenging that last 2% of the project is to wrap up. Focus onclosure and clear everyone’s plate to be able to work on the next project.How Can you Use Project Planning Software for Project Closure?Begin with the End in Mind: You can use your project planning software to clearlyidentify what requirements must be met in order to completely close out the project.Don’t leave it to chance that everyone will know when the project will be complete.Include building lists of acceptance criteria for the client (either internal or external).Thepurpose of this list is to establish an agreement that says “we all agree that once thesethings are done, then the project will be complete.” This is a very important documentto generate at the beginning of the project to prevent unwanted scope creep.Use a Punch List to Keep Up with Open Items: Another item you want to include in yourproject planning software is to create a punch list. This is a list of items that must becomplete prior to the project coming to close.Include Work Closure Items in Your Project Plan: Part of your Work BreakdownStructure that you built your project plan from should include closure activities. You caninclude as long or as short of a list as you see fit. This list should include closing out allproject documentation, finalizing contracts, moving team members over to newprojects, compiling lessons learned, obtaining all necessary signatures and approvalsfrom necessary parties, and other activity that is essential for closing the project out.Keeping these activities in your project planning software will help ensure a smoothclosure to your project. What’s more, you won’t bring any baggage with you to yournext project relationship where you can start fresh! © 2013 All Rights Reserved 18
  19. 19. Five Steps to Protect Project InitiationWatch the following video and learn the 5 core steps you can take to get a projectacross the start-line to Kickoff a ProjectLearn the 4 essential items that you should know when you’re ready to kick off a newproject Project PhasesLearn the typical phases that project moves through, as it progresses from start to finish © 2013 All Rights Reserved 19
  20. 20. 30 Day Free Software TrialThere are two key differences between and its competitors.The first is that we give you all of the features you need to plan, track and report onprojects efficiently. The second key difference is that our competitors charge a highupfront price as well as annual maintenance fees for new releases.Here at we offer you all of the features you need to manageprojects, at a small monthly price of just $25 per user. That simple! When you sign up, you also get for free: Unlimited Projects 3 Gigs of Document Storage Client Login Free Upgrade to New ReleasesTake Action, Sign-Up for a 30 Day Free Trial Today! Take a Free Trial Create your own Projects Sign up to boost your project successAny questions? Email andone of our friendly support staff will be happy to help. Wealso recommend a visit our resource library if you wouldlike access to further:-  project management tips  video tutorials  project management templates © 2013 All Rights Reserved 20