Scheduling
* Events which depend on one another in different ways or dependencies
* Scheduling people to work on, and resources required by, the various tasks commonly termed resource scheduling
* Dealing with uncertainties in the estimates of the duration of each task
* Arranging tasks to meet various deadlines
* Juggling multiple projects simultaneously to meet a variety of requirements
Calculating critical path
In many complex schedules, there will be a critical path, or series of events that depend on each other, and whose durations directly determine the length of the whole project (see also critical chain). Some software applications (for example, Dependency Structure Matrix solutions) can highlight these tasks, which are often a good candidate for any optimization effort.
Providing information
* Tasks lists for people, and allocation schedules for resources
* Overview information on how long tasks will take to complete
* Early warning of any risks to the project
* Information on workload, for planning holidays
* Evidence
* Historical information on how projects have progressed, and in particular, how actual and planned performance are related
Approaches to project management software
Desktop
Project management software can be implemented as a program that runs on the desktop of each user. This typically gives the most responsive and graphically-intense style of interface.
Desktop applications typically store their data in a file, although some have the ability to collaborate with other users (see below), or to store their data in a central database. Even a file-based project plan can be shared between users if it's on a networked drive, and no two people want to access it at once.
Web-based
* Can be accessed from any type of computer without installing software
* Ease of access-control
* Naturally multi-user
* Only one software version and installation to maintain
* Typically slower to respond than desktop applications
* Project information not available when the user (or server) is offline.
* Some packages do allow the user to "go-offline"
Personal
A personal project management application is one used at home, typically to manage lifestyle or home projects. There is considerable overlap with single user systems, although personal project management software typically involves simpler interfaces. See also non-specialised tools below.
Single user
A single-user system is programmed with the assumption that only one person will ever need to edit the project plan at once. This may be used in small companies, or ones where only a few people are involved in top-down project planning. Desktop applications generally fall into this category.
Collaborative
A collaborative system is designed to support multiple users modifying different sections of the plan at once, for example, updating the areas they personally are responsible for such that those estimates get integrated into the overall plan. Web-based tools, including extranets, generally fall into this category, but have the limitation that they can only be used when the user has live Internet access. To address this limitation, client-server-based software tools exist that provide a Rich Client that runs on users' desktop computer and replicate project and task information to other project team members through a central server when users connect periodically to the network and other tasks
Integrated
Non-specialised tools
Criticisms of project management software
* May not be derived from a sound project management method. For example, displaying the Gantt chart view by default encourages users to focus on task scheduling too early, rather than identifying objectives and deliverables.
* May be inconsistent with the type of project management method. For example, traditional (say Waterfall) vs. agile (say Scrum).
* Focuses primarily on the planning phase and does not offer enough functionality for project tracking, control and in particular plan-adjustment. There may be excessive dependency on the first paper print-out of a project plan, which is simply a snapshot at one moment in time. The plan is dynamic; as the project progresses the plan must change to accommodate tasks that are completed early, late, re-sequenced, etc. Good management software should not only facilitate this, but assist with impact assessment and communication of plan changes.
* Does not make a clear distinction between the planning phase and post planning phase, leading to user confusion and frustration when the software does not behave as expected. For example, shortening the duration of a task when an additional human resource is assigned to it while the project is still being planned.
* Offer complicated features to meet the needs of project management professionals, which must be understood in order to effectively use the product. Additional features may be so complicated as to be of no use to anyone. Complex task prioritization and resource leveling algorithms for example can produce results that make no intuitive sense, and overallocation is often more simply resolved manually.
* Some people may achieve better results using simpler technique, (e.g. pen and paper), yet feel pressured into using project management software by company policy (discussion).
* Similar to PowerPoint, project management software might shield the manager from important interpersonal contact.
* New types of software are challenging the traditional definition of Project Management. Frequently, users of project management software are not actually managing a discrete project. For instance, managing the ongoing marketing for an already-released product is not a "project" in the traditional sense of the term; it does not involve management of discrete resources working on a something with a discrete beginning/end. Groupware applications now add "project management" features that directly support this type of workflow-oriented project management. Classically-trained Project Managers may argue whether this is "sound project management." However, the end-users of such tools will refer to it as such, and the de-facto definition of the term Project Management may change.
* When there are multiple larger projects, project management software can be very useful. Nevertheless, one should probably not use management software if only a single small project is involved, as management software incurs a larger time-overhead than is worthwhile.
