Veja como você pode acompanhar e medir efetivamente o progresso e o sucesso do projeto como gerente de projeto.

To effectively track and measure project progress and success, I start by defining clear, measurable goals for the project. I utilize project management tools like JIRA, Confluence, and Tableau for real-time tracking and visualization of milestones. Regular check-ins and status updates with the team ensure alignment and timely issue resolution. Transparent communication with stakeholders keeps them informed and engaged throughout the project. Additionally, I regularly analyze performance data to identify areas for improvement and celebrate successes, ensuring the project stays on track and meets its objectives.

Another key is to utilize a solid software. I really like Asana. It allows the entire org to contribute and everyone visually sees the progress, or lack thereof. It helps to hold everyone accountable to the goal.

Monitoring allows you to track your project's progress against the project's mission, making it easier to stay on course and make necessary adjustments if the project starts drifting off target. Efficient resource utilization is key to successful project management With a defined set of goals, teams can prioritize tasks, manage resources efficiently, and stay focused on key deliverables. Setting goals also aids in risk management

It is all about discipline. I appreciate that it is a lot of paperwork for the project manager and often the complexity of PM tools is overwhelming. The key is to find the right degree of complexity for each project. At the end of the day, the project manager is much more than a project tracker.

As famously said: "An hour of planning can save you from "days" of working" I strictly follow this rule before hoping into any PRODUCT DEVELOPMENT. In my planning, I usually outline - MVP - Resources - Risk Assessments, and - Inner and Outer Constraints. ^I call it is my PRD template i.e. PRODUCT REQUIREMENT DOCUMENT

Along with the previous chapter of defining goals, this is crucial. I remember a clear example of what not to do from my college days: we started a project and kept changing the metric as the project was moving along so that it would always point to “excellent metrics” Goals and metrics should not change as the project evolves to allow for accountability, clear measurement and set a foundation for a repeatable, scalable project management framework.

Project metrics are important because they enable you to accurately access the success of a project against real, quantifiable goals. This is particularly important when reviewing a project and reporting on it to stakeholders Metrics not only provide a means to monitor progress but also enable organizations to set targets and measure their success against those targets. By establishing clear benchmarks, companies can evaluate their performance and identify areas that require improvement

Establishing Metrics and communicating them to stakeholders and also to the dev team is important. Look for both "Tangible" and "Non-Tangible" Metrices/Performance Indicators. Sometimes progress is not visible as it not based om TANGIBLE parameters like manufacturing, functional product demos, or any other of this kind; but is there with NON-TANGIBLE indicators like Research, Troubleshooting, Planning, etc.

Working on a new tool has always been a learning curve in my case but in the end, it pays me off well. Instead of juggling between files, communication and some repetitive tasks I draft my own NOTION page with all the needed information, queries and resources, then share with all the stakeholders. It frees up a lot of my time and also reduces the chances of gatekeeping.

nstead of shuffling between spreadsheets, email, and other tools to juggle all of your work, a project management tool helps your team: Coordinate cross-functional work. Centralize project plans, details, files, and feedback. Share status updates with all stakeholders. For project controls to succeed, they cannot be applied in spurts or in a vacuum. The Pros of Using a Traditional Project Management System 1) A Centralized Project Repository. ... 2) End-to-End Project Views. ... 3) Better Forecasting and Risk Analysis. ... 4) Improved Collaboration and Communication. ... 1) Potentially Costly Investment. ... 2) Can Add Unnecessary Complexity. ... 3) Can Involve a Steep Learning Curve.

Monitoring milestones is easier said than done. If your monitoring starts close to the milestone date then you’re already too late to mitigate any delays effectively. As the chief project manager, one needs to be aware of all the teams’ deliverables that contribute towards the milestone as well as the rabbit hole of dependencies that each of the teams have from other teams deeper in the technology tree. Monitoring should be done at each level to effectively mitigate delays. For example, a delay of one week in one of the key technology teams at the root of the dependency tree has the potential to delay time–to–market of the product by months!

When managing and running sprints, I often think of a phrase I heard: "Product development is like a domino effect." If you miss a single domino piece, everything can fall apart. To succeed in your product development lifecycle, you need to conquer the small segments, your decided milestones. Missing deadlines and jumping from one milestone to another is a recipe for setbacks.