You’ve heard it said over and over again that time is money. The reason that’s such an often repeated cliche is that it’s actually true. The time you and your team spend on projects and various activities throughout the office correlates directly with your profits. And time logs are a perfect way to organize it. If you don’t know how much time something takes, you can’t accurately gauge how important the task is for your bottom line or how valuable your time is.

Workload management involves getting a clear picture of who is available and when, in order to utilize your team’s full capacity and exceed goals. In OneDesk there are multiple ways to manage your team’s workload. You can determine how many tasks are assigned to someone, how much time they have available in a given period, the actual time or progress logged to work, and more.

One of the most challenging management tasks for new and seasoned leaders is understanding how to appropriately delegate. Those struggling with delegation frequently appear as micromanagers, making their staff feel watched and distrusted. Most employees dislike being micromanaged. Thus it is in your best interest as a leader to stop this behavior before it has negative consequences such as low morale, lack of motivation, and staff turnover.

In this post, we will look at what are the main differences between the Inherent risk and Residual risks. Both of them have their own implications, so let’s take look first at what is risk management.

Creativity is a crucial element in the planning process. Without it, your plans may lack originality, freshness, and appeal. However, with a bit of creativity, you can infuse your goals with new ideas and perspectives that will make them more exciting and engaging. Creatives are often cited as critical ingredients in succession planning. In this article, we’ll explore the role creativity plays in effective planning and offer some tips for how to tap into your creative potential.

OKRs can be a powerful tool in an organization’s arsenal for creating alignment, focusing on outcomes instead of just effort or task completions, and surfacing the right operational priorities. They’re just as powerful within departments and teams, and it’s in this latter area that project managers often start to get involved in the OKR process. But what about using OKRs within the project management discipline?