abstract infographics with cubes and wired structuresYou don’t even need to be able to measure the value.

But imagine if you could.

Imagine that you could quantify the value that collaboration contributes to your projects. If you could add a few cents (or a few dollars) to your "collaborative balance" every time someone makes a constructive comment, warns of a problem in time, makes an innovative proposal outside the scope of their responsibilities, share experiences of other Projects that can save hours of misguided execution.


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You could show the results to top executives, including shareholders and customers, and defend the profitability of investing in strong internal communication policies.

In reality, you don’t need to measure the value at every instant. It is enough to make sure that in your organization there are solid channels for communication to flow. You may need more than one technological solution to support the entire flow. Oh, and remember that email stopped counting as collaborative technology back in 2006.

Collaborative tools

It is convenient to distinguish between channels for internal communication (within the team of each project) and external communication, or between projects.

Communication between projects

The business chat or intranet services are excellent for removing watertight drawers, but they live far from the technical planning of the projects, so they are difficult to integrate with the daily management of them. They are excellent for cross-cutting issues affecting all departments.

Internal communication

By contrast, internal communication to a project team will be better supported through management software such as ITM Platform, which integrates social networking features within each project.

Creating the Right Portfolio

No tool can communicate between projects and connect to the equipment of each project without generating noise. Therefore, it is essential to be able to find a good internal technology portfolio that maintains governance criteria.

The combination of ITM Platform with Slack is a great example of a portfolio of communication tools. Within each project, the owner is ITM Platform, while Slack is unbeatable as a business chat between teams. Thanks to the ITM Platform Teambot app, you can also connect both tools so that the members of your teams can work with the ITM Platform from Slack.

This way you can get all the benefits of a communication policy as well as improving the quality of your projects and learning between teams.

Do you still want to measure your ROI of collaboration? Subscribe to this blog and you will get the answer.

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two men speaking over web camera. sofa, chairOne of the great challenges facing CEOs is improving internal communication. The challenge of this type of policy is to proceed with communication without restricting it; Or, in other words, get the information that:

  • is sufficient but does not generate noise;
  • leave traces that allow recovery;
  • distributed in a differentiated way, without generating gaps.

The importance of internal communication policies is proportional to the size of the organization. However, finding this balance can be especially difficult if you do not have a team where members are accustomed to collaborative work. To reinforce this interconnection, it is necessary to engage its members with strategies that foster the pooling of their skills and allow them to evolve as part of a whole.

When working in project management, it is vital to strengthen communication channels among the members of the initiative. If we think of our team as a coordinated body, they all bring their inventiveness and talent to achieve a common result by assembling their different functions. However, in designing internal communication policies, different procedures and channels will have to be designed:

  • communication between the team of a project

  • communication between projects and teams other than the same organization(external)

While in the first case the communication tends to have a tactical dimension, because it is oriented to improve the quality of the project and the effectiveness of the execution, in the case of communication between projects can have a strategic dimension, oriented to generate synergies and create Shared knowledge that can raise the value of the organization and its capacity for innovation. It is at this point that the management of internal communication may require an expert to coordinate and direct it.

Perhaps a line of work is not as efficient as it may be because its resources are unlinked, that is: employees, technology and processes work in an uncoordinated way. An integrated vision of the tasks assigned to the team members, allows the manager to guide the goals of each one and propose synergies aimed at encouraging reciprocal learning.

Here are some factors that you should take into account to improve the collaboration in your projects and we present the definitive tool to optimize the communications between the members of your team.

Synchronize your computer

A good internal communication plan allows the company that deploys it to save resources and avoid deviations in cost planning. This is because errors have a greater monitoring by all the collaborators, so that corrections not only come from the management of the project, but are generated once they are publicly shared. The added value of promoting self-help among peers increases the sense of authorship that the employee professes towards the object of his work.

Likewise, a project manager who relies on the values ​​of cooperation and emphasizes the role of collective work will be able to propose more agile solutions, since it will have real-time information on the specific availability of each member, and scope of specialization. It can also use the creation of subgroups that, because of the special affinity of their members, are able to solve problems that another conjugation of employees would be unable to address.

Mission impossible without the right tools

Improving the relationships between the different segments that make up a human team can be supported by software that integrates their tasks, documentary contributions and specific annotations into a single conversion platform. Relying on these types of applications often means that project coordinators have a greater capacity to intervene on the overall stage, since they have a global perspective on all operations.

Slack is a great example of business communication that manages to retain the user, retrieve shared information more easily than email, and add features through apps. There are many reasons why you should start using Slack in your office.

For example, the ITM Platform Teambot application allows you to use ITM Platform from Slack, query tasks and projects and navigate to the planning environment without having the Slack chat.

If you are not an ITM Platform customer, you can now try Teambot with a free environment from this trial:

Little by little

It often happens that employees perceive these types of measures as restrictive, since they involve the obligatory adaptation of all those affected to be implemented. However, once that initial phase of mistrust in the new protocols is overcome, they themselves discover the advantages of working with project management tools.

One of the most common points of friction between employees and a new working methodology is related to the learning challenges involved in using an unknown platform. In this sense, ITM Platform Teambot relies on the leadership of the Slack network within the world of corporate messaging and leverages its infrastructure to offer a more intuitive work experience. Moving to an environment where the user feels comfortable reduces the general rejection associated with technical progress.

To counteract this proven trend that evokes the technological evolution in teams already formed, it is appropriate to devote the time that is necessary to show the benefits derived from working with state-of-the-art solutions. Creating a tutorial for all collaborators, starting a shared video conference presentation or disseminating a written manual, are initiatives that can reduce the step and increase the confidence of the staff in the new methodology.

As you have seen, many factors are involved in the definition of an internal communication plan. Therefore, we must spare no effort in enabling new channels of interaction that ensure corporate synergy and increase the degree of commitment of our employees or subordinates.

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weather , cloud sunny thunder with mountainOne of the most frequent needs facing organizations that are looking to launch a PMO is the centralization of information and knowledge. When your e-mail begins to be used as a repository of documentation, or when there is no homogeneity between the sources of information of different projects, it is possible that the time has come to consider the existence of a structure that supports the operations of the organization.

This type of PMO has been compared to a weather station, since the unification of processes and flows of information allows the increase of data and objective criteria to evaluate in which direction the projects and the equipment are moving.

By serving as a center for unification of knowledge, the PMO begins by assisting the management of the company by providing data and information that assist the company in decision making.

This is achieved in the confidence of the management of the company, the acquisition of new skills and the possibility of direct decision-making. The end result is to convert one support project management into another with a control or manager profile. This other type of PMO will be developed in another article.

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Functions developed by the PMO as a support tool

  • Teaching and training, promotion of attitudes based on adequate project management, under direct supervision.

  • Transmission of information to the management of the company, so that it is the one that makes the executive decisions.

  • Search for techniques to reduce costs.

  • Centralization of management services in the department of project management or PMO, emphasizing the management savings that this entails.

  • Empowerment of those who have been designated as Project Managers, who must be trained in project management but also allow sufficient freedom to properly develop their skills.

Application and evolution of the support PMO

Supporting PMOs are sometimes geared towards an internal permanent improvement service. This is based on empowerment and the acquisition of responsibilities on the part of heads departments within the company under the instruction and monitoring of the PMO. The objective is that, after a period of training, the managers of the different departments of the company acquire new skills in project management or update the ones they already have, doing their work practically without the help of the PMO. This will allow the PMO to focus on other functional areas and to reorient itself from the mere work support, towards a more strategic integration.

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Juan Delgado
ITM Platform

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