I don’t know of a single Professional Service firm without a formal contract management process. Firms spend significant dollars purchasing contract templates and some even retain legal counsel for review. Everyone knows that the contract is an important document in any project undertaking.

Nevertheless, those same firms often begin work without getting the document signed!

Does the importance of the document cease once work has begun? Of course not. But what happens is that the production machine must and does begin before the administration machine can catch up. The contract seems to be subjugated to more pressing needs and the team begins operating on ‘Good Faith’.

External stakeholders have a vested interest in the firm’s contract habits. Professional Liability Insurance applications have at least a few questions relating to whether or not a contract is required, how much work is performed without a contract, and so on. Even the bank wants to know about the status of firm’s contracts and the processes employed. Banks analyze aging or large Accounts Receivable (AR) and next ask about the project’s contracts status. Both want to assess the risk inherent in providing their products to the firm.

It’s All About the Risk

Business is risky. There is no way to eliminate it, only to reduce. Written contracts certainly mitigate risks. Signed ones reduce it further.

Having a signed contract doesn’t guarantee against litigation. There are always competing interpretations of the language after the fact. Better contracts decrease collection time and reduce disputes.

Not having a signed contract does not mean that the firm will not be paid. As long as it is clear that money was to be exchanged for services, there will be some value exchanged. However, the firm might have to perform more work than intended for the stated amount. Additionally, it might mean considerable expense or time attempting to get those dollars.

The truth is, all Professional Services firms have a tendency to do some work without a contract. How much, how often, and with whom is important information that should be assembled and available for review by stakeholders to stay informed about the risks of the firm.

Leveraging the Deltek Vision Contract Management Feature

The Contract Management feature included in Deltek Vision’s Finance Core is one such tool that can be used to assist in accumulating information on this risk factor in the firm. The tool and system are designed specifically with project-based firms in mind. Let’s take a look at how this feature can help:

Track It

Deltek Vision Contract Management allows users to track multiple contract documents, their origination and approval dates, status, and fees requested per document. Because the information is entered on each project, it makes a variety of reports and workflows available allowing for efficient and integrated contract tracking. Optionally, information can be extended neatly into the Project’s Work Breakdown Structure which will allow users to easily see which documents created and amended the fee on each level.

Identify It

By using the Contract Management area of the Project Info Center, users can add the information to reports already in use. Both the Project Summary and Office Earnings allow the Contract Management fields to be selected as columns to appear along-side the existing data on firm reports. Contract statistical data can also be used as a filter on other reports.

Manage It

Integrating project contract information into Deltek Vision allows users to employ the powerful workflow engine in the software. Vision Workflows enables Contract Management users to automate the reporting and informing process around Contracts.

Consider these workflows:

• Notify Project Manager and/or Principal when a contract has been marked as Approved
• Remind a user of special handling when a contract exceeding $XXX,XXX has been created
• Update a column on the Project record when a contract record has been inserted

Use It

Deltek Vision Contract Management users can leverage the information about contract status in other organizational processes. The Contract Management fields are available as filters on any project-based report. This allows the contract status to become a part of the firm’s management process.

Consider using Contract Management data and filters in these activities:

• Client Management – Create a Project List report for active projects and sorted by Client. Include Contract creation date and status as columns to get the most from the client check-in call.
• Collections Management – Create a scheduled report for outstanding AR where contract documents are in ‘Pending’ status. Create an AR alert for projects with certain contract status’.
• Employee Management – Use the Optional Sales Credit feature to measure employees’ participation on specific contract documents. Use in reviews or statistical reporting.

Know the Risk and Accept It

None of us live in a perfect world where a single project meeting hasn’t been had until the contract is signed. However, our focus should turn to understanding and measuring the risk that will be taken on. Firm management should be well informed of the status of the firm’s contracts and have the necessary information on hand should they need to intervene. To support this, contract tracking and management should be integrated with the projects to which they relate. Your Vision software is already well equipped to assist you in the mechanics.

To get started today you can:

• Review our technical webinar on the Contract Management feature
• Enter a test contract or two to understand how the feature works

• Identify how your current process can improve with automation, integration and reporting
• Backfill existing contract data
• Contact a Full Sail Partners consultant for more advanced training to customize menus, write workflows and complex reports.

Becoming a champion of project management is as easy as solving a puzzle. The puzzle is rather complex and requires specialized training with a very specific kind of expertise, but a puzzle nonetheless.  So what does it mean to be a project based firm? What do project managers do? What do project KPI’s have to do with project management?  As with all puzzles, the best way to solve is to take the puzzle apart, piece by piece, and decode it.

Puzzle One: Am I a project based firm?

Interestingly, business theorists debate as to what determines “a project based firm”.  There is not a hard-and-fast rule for defining whether or not you’re project based and would need the services of a project manager. So let’s just stick with the basics.  The most obvious way to decide is if you have a business model where you perform “projects,” “jobs,” or “services” for external clients.  Ultimately, you are offering your expertise – NOT your goods – to an external customer.

The Project Management Institute says that a project “is a temporary group activity designed to produce a unique product, service or result like building a bridge, relief after a natural disaster or expansion of sales into a new market.”  Examples of project based companies include:

• Management Consulting Firms
• Architecture, Engineering or Construction Companies
• System Integrators
• Advertising Agencies

If you’re goods oriented (you sell software or insurance) or operationally oriented (i.e. you manage clients’ IT structure), you are not naturally a project based firm.  We could expand our definition by looking at your business organizational structure – project based firms tend to organize around their projects or jobs.  In a non-project based firm, “a business may include separate departments for manufacturing, accounting, marketing, and human resources because the organization is based around functions, not projects, …” (Miranda Morley, Demand Media, “What Is the Difference Between Project Based & Non-Project Based Organizations?”)

Puzzle Two: Am I a Project Manager?           

Most of us have a general understanding of project management, but we can go to the Project Management Institute (pmi.org) for a good definition – “project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently.  It’s a strategic competency for organizations, enabling them to tie project results to business goals – and thus, better compete in their markets. Project Managers Initiate, Plan, Execute, Monitor and Control, and Close their projects.”  

Many would argue that there is more to being a Project Manager. I would argue that communication and follow-up are key areas required to be a successful Project Manager. However, the basics of being a project manager revolve around the delivery of a project. 

Puzzle Three: What are Project KPI’s for Project Management?

KPI’s are Key Performance Indicators and they are quantifiable, measurable indicators of goal attainment.  They are the very backbone as to what makes projects succeed or fail – which is directly tied, in your project based firm, to your company’s success or failure.  When given a new project, Project Managers create KPI’s to:

• Initiate the project and its deliverables
• Plan project details
• Execute those details
• Monitor and control each step in the project
• Close the project upon completion of the deliverable and the project post-mortem

Some subject examples of project management KPI’s are adherence/deviation of budgets, milestones, and task times.  Here are some sample KPI’s that might be part of a project plan: 

• Determine percent of rework attributable to requirements definitions. 
• Conclude deviation of planned ROI
• Establish cost of managing processes

For more information on writing project KPI’s, refer to “KPIs | Writing, Establishing, and Measuring" by Full Sail Partners, Inc.

Bonus Round…

Although joining a game show is potentially a quick way to make some money, it’s the savvy business owner who aligns his project based firm with project KPI’s. This alignment helps ensure the firm’s bottom line is replete with positive cash flow and employees who are happy, because they know their jobs and how to be professionally successful.  No, we shouldn’t rely on a game show host to guide us to riches, but we can depend on consultants at Full Sail Partners to help guide us to metrics that matter.  And don’t worry about buying a vowel, just turn over your mouse to this webinar and see how achievable all your goals are.

In the last 200 years we’ve developed a variety of methods for communicating with one another.  We’ve taken the journey from individual letters delivered by horse to instant mass communication.  How can things get any more social than that? Deltek Kona, that's how!

Being ‘social’ involves more than just communicating and working together. Merriam-Webster defines social as “relating to or involving activities in which people spend time talking to each other or doing enjoyable things with each other”. 

The key phrases “talking to” and “doing enjoyable things with” only seem to reference something outside of the workplace.  In the 1980s, the focus was on output and productivity.  In the decades that followed, we labored to attain the ever elusive ‘work-life balance’.  In the new millennium, we strive toward contributing fully in our work and personal lives without restrictions of time and space.  We want to enjoy ALL of our life.

Deltek Kona, released in spring 2012, combines all that we know about working together with the best methods of communication.  It presents that blend to us allowing us to talk to each other AND do enjoyable things with each other across our work and personal lives.  Guided by the principles of confluence, immersion, accessibility, and digestibility; the innovators at Deltek Kona have found a way to leverage the best of all the communication tools developed in the past 50 centuries (not a typo: we still draw on walls to convey our thoughts) to help us interact in a more social and enjoyable way today. 

How does Deltek Kona help us get more social?

Use Deltek Kona to Create a Hometown

Kona is organized around context specific spaces or groups.  Each space is formed with a level of focus appropriate for its purpose.  There are no limits to the number of spaces an individual can belong to or the number of members in any one space.  Each space landing page is the “hometown” for the group allowing members to participate in and view interactions that are taking place.  Over time, users begin to become acquainted with each other’s concerns, thought processes, and involvements.

Enhancing Personal Interaction

Individual users may have more than one group in common across work and personal interests.  Knowing more about what you have in common with others allows you to get more social with them as individuals.  The ability to create and store one-on-one conversations with people in your Kona network allows users continuity and privacy even when time and distance are barriers to traditional communication methods.

There are times when we are having a conversation in a group but need to direct our comments to a particular person.  Deltek Kona incorporates “@mention” functionality to expand the personal contact in the context specific discussion. Nothing encourages us to communicate more than feeling like we are being listened to and understood.

Eliminating Polarization

Deltek Kona was built to be free.  Users can enhance their organizational experience with an upgraded account.  Regardless of the type of account, the experience and interaction is the same. This removes the barriers of participation across all members of the group and continues the social experience as no one is barred from participation because they must pay.  This allows us to use Kona for all sorts of purposes, from family reunions, to political organizations, to multi-firm business projects.

Deltek Kona further removes barriers by elimination of platform dependencies.  The Kona software works the same on any operating system and internet browser.  The accessibility extends to the mobile platform where users continue to get more social from wherever they are and whenever they want to. 

Increasing Personal choice

One of the favored features of the Deltek Kona product is its flexibility with the individual users’ need to digest information and connect on in his or her own time.  From the moment one opens the Kona product, it is clear which items take priority.  A user can access a conversation with 20 unviewed in-line comments and get a clear picture within minutes.  This is the first step in creating an enjoyable social experience when working with a group.

Because the Kona team recognizes that email has its merits, they’ve enabled the individual to decide how much or little Kona activity is transferred to email.  The possibilities to limit but not eliminate are almost endless for the individual user.  Being able to choose which groups to get more social with enhances the interactions that are wanted.

With much of our productivity arising from collaborative efforts conducted across vast geographic spaces, we meet and interact with more people than ever.  The Deltek Kona tool allows us to stay informed and control the inflow of information leading to a more relaxed experience.  When we remove unnecessary stressors, we naturally take time to get more social and find common ground with those around us.  Sign-up for Deltek Kona today and join the 21^st Century’s answer to communicating, socializing, and getting things done.

Harry Potter’s Hogwarts Express isn’t the only train that uses platform 9 ¾.  There are other trains, similarly magical, that take their passengers to places they’ve never been.  Take project management training, for example.  Just like at Hogwarts, project managers are trained in a kind of wizardry, i.e. transforming the business experience of their clients from nothing more than a mere idea into something special. And those lucky enough to “receive their letter” to attend, must have honed ALL their skills in order to reach their final goal – being a productive and effective project manager. 

At Hogwarts, Harry takes classes like Divination, Transfiguration and Potions.  And although the names of the classes they take are very different, the content of the classes they take is very much the same. 

• Divination is the art of “seeing.”  A good project manager must indeed learn to read signs.  Is the project moving smoothly?  Is the client happy with progress and with process?  Are the employees on the project satisfied and therefore doing a good job?  Too often, these “signs” are definitely not clearly communicated.  They are often muddied, and it takes a good project manager to see them.
• Transfiguration is really about how to transform yourself.  During project management training, attendees will transform their natural business gifts – financial acumen, business savvy, and communication expertise – into a project manager who really knows how to wield those skills to benefit their customers, their employees, and their company. 
• Potions is a class on how to take seemingly dissimilar ingredients and turn them into a concoction which is business changing.  Take, for example, a handful of employees from various areas like a programmer, a writer, a financier, an administrator, a quality controller, and an executive – put them together into a cauldron-like project plan, and you have a new business process gaining efficiency, money, and time.  A potion any business would be proud of!

Another similarity between Harry Potter and those wishing to become effective project managers is natural skill.  Wizards aren’t made at Hogwarts, they are honed:  the young wizards who attend school already have the necessary abilities and project management is very much the same. 

One doesn’t become a project manager because of project management training;

one becomes a project manager because of their natural abilities refined at training.

Other than project management training, a good project manager must also have

Communication ability – exceedingly important!  Project management is not only completing and managing a Gantt chart, but effectively and efficiently communicating every portion of the project to every person involved … to their understanding.  The project manager is the translator of all things, so that each interested party is clear and satisfied.  A superhuman feat but one which good project managers achieve every day.

Business savvy – Someone who is good at business is just plain impressive.  Those who see ramifications outside of the project plan are the best at their jobs.  Project managers have an understanding beyond the project as to the impact to the surrounding business processes and how to structure a project to either improve or not negatively impact them.  It’s really knowing how to do your job in the project management box, but seeing and managing the effect outside of the box.

Experience – you just can’t teach experience!   People who have “been there, done that” and who then apply that experience to their projects are truly the most successful project managers.  And, to be clear, it’s not the same experience over and over, but broad experience garnered through years of accumulation.   

So how do you find out if your project management training was successful?  How do you know if you have what it takes to be a great project manager?  Just call our friends at Full Sail Partners (which could be considered the Hogwarts of Project Management).  Although they aren’t called that at Full Sail, you will have access to the likes of Professors Dumbledore and McGonagall – people who are sage, savvy, and just plain good at their jobs (oh, and really nice, too).  

Although project managers will probably never make the big screen success of Harry Potter.  They are, in fact, the real wizards working in our midst.  Their project management training has sharpened their skills to perform magic every day:  turning an idea into a project plan and then into something special for our businesses. 

Without the wand or robe, of course. Click your wand below to learn more. 

Business communication continues to change with each generation. The quantity and speed of information has exploded and firms are seeking new ways to handle the pressure of information overload. Are business collaboration tools the answer? We predict that these 5 reasons demonstrate why collaboration tools are the way of the future.   

1. Reduce Dependency on Email | Imagine a world of no email. I know it sounds crazy, right? However, if you had a designated space that colleagues, sub-consultants, vendors, and clients used to collaborate about specific initiatives, projects, or marketing efforts, wouldn’t it be nice to capture all of those thoughts in an organized fashion in one area? When you think about some of the biggest challenges with email and the fact that colleagues are not always down the hall anymore, it makes sense that businesses are looking beyond email. Here are some of the things that can be improved through business collaboration tools where email consistently fails:
   
   
   • Eliminate forgotten or missed requests
   • Categorizing comments, notes, files, tasks, and requests
   • Capturing ideas, competitive intelligence, or ways to improve your business that are easily searchable
2. Personal Meets Business | The line of business and personal continues to blur. When was the last time you worked 9-5? People are working at all times of the night and answering questions while watching their favorite TV show. Business colleagues and clients are now connected to us on Facebook and personal activities and responsibilities need to be accomplished sometimes during the work day. Social collaboration and business collaboration tend to have the same needs: to share files, ideas, assignments, calendar of events, etc. Wouldn’t it be nice to organize both business and personal in one tool? Collaboration tools like Kona are making this possible.
   
   
3. Make Life Easier | Employees are looking at ways to balance their work and personal life, as well as, have more flexibility with their schedule. Not all tasks need to be done during work hours or even at their desk. Virtualization is becoming more common, requested, and needed in corporate America. Disasters or state emergencies have made that even more apparent. Collaboration tools are designed with mobility and accessibility in mind. Additionally, they allow people to access information and other individuals anywhere and anytime with the comfort that the information is readily available in the cloud.
    
4. Instant Access | Business collaboration is not just for internal communication, but is also being requested by clients. Clients are looking for a better way to communicate and a better client experience. No more excuses of lost emails. Clients can instantly ping you with a question and you can immediately respond with an answer through the use of collaboration tools. What client wouldn’t like to immediately IM or video chat with their consultant to resolve issues? Setting expectations of this instant access is important. Alternatively, you could set a schedule that you are available for client questions at a particular time each day and quickly answer those pending questions in one collaboration tool.
    
5. Integration | Collaboration tools are becoming more and more integrated with other business tools. Not only are they now integrated with our ERP, CRM and Outlook, but collaboration tools integrate with other sharing tools like Dropbox, Box, Google docs, Skype, and the list goes on. The ease of use and social familiarity increases the likelihood of usability. Integration makes it even easier for users to access data in one place through connectors.  

Business collaboration tools are all about working more effectively as a team. Let us know what you think. Has your firm been contemplating collaboration tools? See what others are saying: 

My social life is full of Project Management professionals.  Engineers, IT people, Construction Managers, and Event Planners.  I quizzed a few asking about the task management tools they use and what they liked and disliked.  After several hours of phone and instant message conversations, I realized I learned very little about the tools and a lot about the groups they work in.

Stuck on the plan

Z says he loves the Gantt chart.  He likes the graphical representation of the timeline. Great!

He spent the next 45 minutes explaining that the chart is created at the beginning of the project and is never updated even when they are clearly lagging behind.  Outside factors such as varying commitment to the project and unforeseen challenges move the actual timeline and meetings are held to determine which tasks will not be delivered to make up for the time.  Notes are kept, negotiations are executed, and none are memorialized using the task management tool he loves.

Changing the Gantt is really hard with all the different dependencies that were created at the beginning.  He keeps his own notes now in a different program that allows for commenting.  He’s not the project manager on most of the projects, so he keeps them to himself.

• Tools must be flexible enough to change the plan and allow for the inclusion of data along with the tasks
• Group members should have confidence that the information is located in a place where they can find it

Stuff is everywhere

K works with creative types.  He works for a MAC shop, and solutions are fewer for task management tools so they use email, and Lync, and the SharePoint site, etc etc.

His group has differences in communication styles, working schedules, and even location.  More time is spent managing the information so that it is visible to the group at large, which takes up as much time as completing the tasks and collaborating on the project.  Time is lost forwarding information to people who missed it or weren’t included.  At various stages, someone is invariably surprised and disagrees with the actions taken.

• Task management tools should not care what platform you are working on or where you are
• Communications should be easily transparent to team members even when they fall behind

Do you remember if…?

E works on long projects with a great deal of turnover and changes to tasks and timelines. The team is actually composed of clusters from different companies but one group is the document master.

There are several subsets within the group that make decisions for the project.  The discussions are held live and communication to the rest of the group on action items is relayed using email. One person updates a spreadsheet that is now too big to email and can only be accessed with a login to a program installed on a workstation.

• The tool should allow new members to get up to speed quickly
• Data should be accessible from anywhere to any team member

Lessons learned about task management tools

After multiple discussions on task management tools, these common themes continued to ring true. Solutions should be:

1. Transparent
2. Modifiable
3. Flexible
4. Accessible

Do you have further insight in to the task management tools your company is enabling? Respond in the comments section and let us know! 

What are the major productivity killers for firms in the Professional Services? For most firms, some of the biggest ones revolve around information overload, duplicated effort and other inefficiencies. 

Fortunately, team collaboration tools can address each of these areas — and thus have a positive impact on the productivity of individuals and teams throughout an organization. 

First, let’s consider the element of information overload — which for many people is exemplified in the form of an overflowing email inbox. We all know the frustration of seeing fifteen different emails with the same subject line, where people are actually commenting each other’s earlier messages — and then trying to untangle the sequence of the discussion to make some sense of it. Not only does this type of information overload take time to sort through, but the reality is that with so many emails piling up, important messages can get lost or go unread. 

Another major factor that negatively affects productivity is duplication of effort. It’s common for multiple people in a firm to be working on the same problem — but is some cases, rather than working as a team, they’re operating in unconnected silos. Even if the whole team was in the same meeting, subsets of the group may have informal follow-up meetings, or even chance encounters in a hallway. Any one of these can result in parallel (and duplicated) efforts. 

Inefficiencies come in a variety of flavors, ranging from the annoying to the scary. One of my favorites is the issue of document versioning. This is especially likely when multiple people are working separately on the same document. Unless a firm has a solid solution in place, it’s all too likely for multiple versions of a document to spring to life, each with its own edits and authors. Sorting through the different versions to create one final document can be a time-consuming source of frustration. 

Real team collaboration is a beautiful thing

Now let’s switch gears and talk about some of the productivity gains a firm can realize by implementing effective team collaboration tools. 

One of the most essential functions that collaboration tools perform is organizing team members’ communications into a centralized repository of conversations around specific tasks and issues within the project. In the Kona tool, for example, individuals can have conversations with one colleague, a small group within the team, or the entire team. They can also see the various subtasks, view a centralized project calendar and share information with the entire team. 

Team collaboration tools can enable project managers to set up their groups so that certain members are able to see all conversations, while others have a more limited view. This capability can be especially critical when collaborating with clients. 

Kona in particular has found an effective way to address the problem of sharing documents among members of a team – one that ensures that everyone is working off the latest version. Instead of sending colleagues the actual document as an email attachment, users can send links to where the master files are stored (including such online services as Dropbox, Box or Google Drive). 

Last but not least, when collaboration tools are web-enabled, like Kona, they’re ideal for optimizing the way people work in the real world. After all, not all of our productive time is spent at work; we can also be productive when we’re in between doing other tasks, whether at home, on business trips or elsewhere. Team collaboration tools allow individuals to continue being productive, wherever and whenever inspiration hits. 

Summing up

Until a firm finds an effective way to address factors like information overload, duplication of effort, and inefficiencies, its productivity will probably suffer. Team collaboration solutions may hold the key to making the most of your team’s collective abilities — and at the same time, minimizing the overlaps, dropped balls and other issues that may be limiting your productivity.
 

The weather this winter has played havoc with the daily lives of millions of individuals, as well as countless businesses. 

One industry that has felt the impact in a unique way is that of professional services firms. These firms rely heavily on collaboration among their team members to manage and work on their projects. Unless they were already prepared to allow employees to work remotely, when the bad weather hit, many of them had to simply shut down until employees could once again manage to get to the office. 

Fortunately, technology is offering better and better project collaboration tools that allow team members to work together no matter where they’re located. But that’s just the tip of the snowdrift, so to speak. These solutions also make life easier for individual project managers and team members, increase the amount of creative collaboration among members of the team, and ultimately result in better projects. What’s more, they allow firms to easily include clients based in other locations, helping to maintain and build communication when meeting face-to-face isn’t an option. 

Let’s look at some of the key capabilities that effective project collaboration tools enable within a firm.

• Communicate with anyone, anywhere, anytime. The most essential capability is making sure all the people involved on a project are able to effectively communicate and collaborate with each other. Any given project can include various employees and teams within the firm, as well as assorted external individuals, such as client representatives, consultants, and attorneys. A group this diverse often presents challenges in terms of finding communication channels and applications software that everyone can access and use — whether from their desktops, laptops, tablets, or smartphones.
• Organizing the work. A second major function of effective project collaboration tools is to manage the tasks that are involved in each particular project. This function allows the project manager to use a central, intuitive resource to manage the many individual deadlines that are typically managed through email and Excel spreadsheets to complete milestones.
• Streamlining document management. A third major function that effective collaboration tools address is that of document-sharing. Using a tool such as Kona, for example, allows you to share documents that your entire team (including external members) can view. As a result, instead of searching through dozens of emails to find the documents you need, you and your team have a centralized location. In addition, users have the option of uploading files directly to Kona or using other file-sharing solutions, like Dropbox, Google Docs, or SharePoint.
• A better view across projects. An effective project collaboration tool allows project managers to have a view across all the projects they are managing. As a result, they not only have insight into the specific tasks, conversations and files for the current project, but can also view upcoming tasks and new conversations and files in one widely-accessible environment. 

Better collaboration, better results

For firms in the professional services space, project collaboration tools offer a wide array of functionalities that can help improve not only the interactions of a given project’s team, but ultimately, the quality of the ideas and solutions the firm delivers to the client. An added benefit of technology-enabled collaboration is that it can help create a better experience for the clients involved — and that can help a firm differentiate itself from its competition.

When you improve project collaboration, you improve your organization’s ability to develop innovative products and processes. What are some specific strategies you should employ to get to a more collaborative environment? 

1. Focus on goals. The most effective project collaboration tends to be aimed at a specific goal or goals. So a natural place to start the process is with a discussion of the pain points/problems for a given project that the team is trying to address. Starting in this way ensures that team members share a specific understanding of what success will look like, and also makes it easier to take periodic measurements of the team’s progress and compare it against the established goals. 

2. Create small, diverse, nimble teams. The best way to encourage collaboration on a team is to keep groups small and diverse. For inspiration, consider that one of history’s most prolific inventors, Thomas Edison, liked to organize his people into teams of 8 or less that included a variety of disciplines (his light bulb team, for example, included chemists, mathematicians, and glassblowers). Fortunately, collaboration tools on the market make it easier than ever to include team members not only from different parts of an organization, but from different parts of the world. 

3. Build trust. To improve project collaboration, it’s crucial for team members to trust and respect one other. In a similar vein, they must be sure that management is supporting them, providing the time needed for collaboration, and giving credit where it’s due. If you’re assembling a team with members who are working together for the first time, consider team-building exercises that allow the members to get to better know each other and their work/communication styles — building cohesion and trust in the process. 

4. Choose appropriate tools. We live and work in the age of the app — and that’s good news for organizations that are seeking to improve project collaboration. There are many software tools that empower collaboration — not only widely-known ones such as DropBox that facilitate file sharing, but also other, lower cost (and even free) tools for screen sharing, real-time chats and IMs, scheduling and more. Click here to read about our five favorite collaboration tools. 

5. Appreciate different approaches to technology. Ultimately, you’ll want your team members all using the specific collaboration tool or tools that you select, for ease of management and cost effectiveness, if nothing less. That being said, it’s helpful to keep in mind that not everyone may be ready to adapt to the new technology at the same time (“hey, what’s wrong with me just collaborating via e-mail?”). Be realistic, and build a process and schedule that allows time for bringing every member up to speed on the new technology. 

6. Allow sufficient time for success. Evolving to a more collaborative environment is not a simple or quick process. Rather, it requires changes in not only how group members work individually and together, but also in the level of trust that the individuals have in each other and in management. Try to manage expectations in such a way that you maintain enthusiasm for the new possibilities the process will enable, with the realism that success will not come overnight. 

7. Effectively capture information and ideas. Last but not least, make sure your have a system to capture and store the group’s collective work, as well as individual members’ contributions. Unlike using simple email for communication among team members, the leading collaboration tools create central repositories where communication and documents can be archived for later referral — a very useful capability to have throughout a project, but especially when a key team member leaves. 

Gentlemen (and ladies), start your collaboration engines!

Collaboration may seem like just another corporate buzzword … but for the most part, the strategies underlying it are not too different from your other tried-and-true business practices. By carefully establishing and guiding your project teams, equipping them with the most effective collaboration tools, and managing expectations appropriately, your organization can be on its way to far more innovative and responsive products and services. 

Ready to begin collaborating as a team? Read our below blog to learn how to work more cohesively:

From the treehouse, to the garage, to the conference room, and now to the web, we’ve been doing group collaboration all of our lives. We’ve done it so much that we rarely, if ever, think about the finer details that really make the difference between a pleasant journey and a treacherous adventure.  

Over the years, I’ve managed or participated in dozens hundreds of projects. I am great with communicating with people, a whiz at technology, and even pretty savvy with interpreting human behavior. Doing all three, while trying to get something done, is a challenge. I’ve learned a few things about group collaboration and the lessons are equally applicable across tools and platforms. 

Be Captain Obvious.

Be careful not to assume that everyone knows why they are assembled and what the objective is. Often, team members find themselves gathered without a complete understanding of the purpose, goal, or constraints. Too often, leaders assume that all group members have (or remember) all the details they need. The first activity using your tool of choice is to lay the groundwork. Create an accessible communication that defines:  

• The final objective and it’s priority relative to other objectives in the organization
• The team members and their roles, including the leader
• The stakeholders
• The due date

Revisit the communication frequently and highlight changes to the originally stated information. 

Even anarchists use sign-up sheets for potlucks.

No group can function devoid of guidelines on structure and communication. Guiding the team’s administrative characteristics does not quash the creative spirit. Providing structure saves time and minimizes confusion, thus encouraging the collaboration. If you don’t want to appear as dictatorial, address the appropriate considerations during the first meeting and let the masses decide. 

• Define acceptable means of communication
• Explain how documents and collateral are to be managed
• Detail how activities outside of the group collaboration tool will be memorialized inside of the tool
• Choose a process for moving seemingly off-topic elements to the appropriate venue 

When members lose their way, communicate the guidelines again. AND be willing to change previously defined processes that don’t work. 

Hammers are used to hit nails, not fingers.

“It’s really uncomfortable telling people what to do. Peer pressure goes a really long way. Can’t the software produce a list for everyone to see?” 

Really?!  Seriously?! 

Frequently, we use tools to get us out of doing the things we don’t want to do. Group collaboration tools are meant to encourage the flow of ideas and communication. No collaboration tool creator has ever recommended that you use the tool to publicly shame non-performing members. Like alarm clocks, annoying reminders can be shut off (or even thrown across the room.). The alarm clock does nothing to get us out of bed, but the boss sure does. 

• Communicate tasks and due dates clearly
• Ensure that the responsible party understands the dependencies
• Follow-up on at-risk tasks appropriately (read: personal phone call) 

Let the tool serve in its capacity and you serve in yours.  

If it quacks like a duck, it’s probably a frog.

When the group collaboration tool is not yielding the success you expect, don’t blame the tool. When we find ourselves ready to throw up our hands and go back to another tool or no tool at all, it’s best to investigate for root causes and make adjustments.

• Audit the participation of team members.  Spend one-on-one time with those who are not engaged by reviewing the project while using the tool.
• Review how the tool has been laid out for use in the project. It is possible that features have been overlooked or are being used improperly.
• Solicit suggestions on improving the use of the group collaboration tool.  If someone speaks up, the ensuing discussion will uncover misunderstandings or create opportunities to collaborate on finding a solution.  Either way, collaboration has taken place and a connection made. Win-win.

None of us are new to working in groups. Each of us brings the baggage we’ve accumulated from previous collaborations to our newest venture. The best thing we can do is to zero the scales, define, communicate, and revise. Group collaboration only works if the group is spending its time collaborating and moving easily from task, to topic, to task. Take the guesswork out of how to function within the group and use the group collaboration platform to propel the group.