• Inch-Pebble Project Scheduling: Managing Concerns

  September 7, 2008

  
  

• Governance Thinking - Structure of Program Management Governance

  September 6, 2008

  
  

• Effects of Project Risks on Organization

  September 6, 2008

  
  

• Risk Management Process

  September 6, 2008

  
  

• Initiating Phase - Feasibility Study Request and Report

  September 6, 2008

  
  

• Build Training Time Into The Schedule

  September 5, 2008

  
  

• Powering Past the Post-PMP® Syndrome

  September 5, 2008

  
  

• Definition of Crashing (In Project Management Terms)

  September 5, 2008

  
  

• Project Resource Requirements

  September 5, 2008

  
  

• Initiating Phase - Project Specifications Request

  September 5, 2008

  
  

Using Outlook for Project Management

March 9, 2008 | Author: admin | Filed under: Computer Based Information Systems

Using Outlook for Project Management
By PM Hut

Surprisingly, there are quite a few Project Managers out there who are using Outlook for Project Management. The immediate question is why, when there’s a lot of Project Management Software out there specifically made to handle the complexity and the details of Project Management.

There are 3 main reasons why some people use Outlook for Project Management

1. Project Management is 90% about communication: And so is Outlook. An email/schedule/calendar client is more about communication than anything else. Lack of easily accessible communication techniques in commercial Project Management Software makes Outlook (or any email client for that matter) a better choice in this critical area.

2. Ease of use: Most people hate using a new software mainly because they’re afraid of its potential complexity. Additionally, the reputation of the current Project Management Software (whether online or offline) in the market does not help. Managing projects by Outlook can be as simple as sending and receiving emails. Even when complex Project Management plugins are installed on outlook, the learning curve is never steep.

3. No or little extra cost is involved: Although not an issue in big companies, cost is actually more or less a decisive factor in buying software when it comes to smaller companies. Such companies tend to use the software that they currently have on hands in order to accomplish their tasks (including Project Management tasks) instead of buying new ones. The default installation of Outlook on new PCs, as well as the abundance of its project management plugins, makes it a logical choice for such companies.

Soon - Disadvantages of Using Outlook for Project Management

© 2008 PM Hut - The Project Management Hut

Related Articles

• Business Analysis and Project Management – Part III - Using Soft Skills To Your Advantage
• Using the Right Amount of Project Management Discipline for Your Project
• Using PERT analysis
• Using Multiple Life Cycles in Combination on a Project
• Avoid “Analysis Paralysis” When Using Metrics

This entry was posted on Sunday, March 9th, 2008 and is filed under Computer Based Information Systems. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

1 person has left a comment

feel free to leave a comment

Comment Guidelines: Basic XHTML is allowed (a href, strong, em, code). All line breaks and paragraphs are automatically generated. Off-topic or inappropriate comments will be edited or deleted. Email addresses will never be published. Keep it PG-13 people!

XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <code> <em> <i> <strike> <strong>

All fields marked with " * " are required.

Name: *
Email (will never be displayed): *
URL:
Your comments: *
Remember my information for the next time I visit.

• Agile Project Management
• Certification
  •  >> CAPM
  •  >> ITIL
  •  >> PMP
• Change Management
• Communications Management
  •  >> Communications Planning
  •  >> Information Distribution
  •  >> Performance Reporting
  •  >> Project Closure
• Computer Based Information Systems
  •  >> Project Collaboration
• Concepts
  •  >> Project Lifecycle Phases
  •  >> Project Stakeholder Mgmt
  •  >> Role of the Project Manager
• Corporate Transformation
• Cost Management
  •  >> Cost Estimating
  •  >> Economic Evaluation
• Critical Chain Project Management
• Delegation
• History
• HR Management
  •  >> Organizational Structures
  •  >> Team Building
• Implementing Project Management
  •  >> PM Implementation Plan
• Integration Management
  •  >> Change Control
  •  >> Project Management Framework
  •  >> Project Plan Development
• Lessons Learned
• Management
• Miscellaneous
• People Issues
  •  >> Conflict Management
  •  >> Leadership
  •  >> Motivation
• PMBOK
• PRINCE2
• Procurement Management
  •  >> Contract Administration & Close-out
  •  >> Procurement Plannning
  •  >> Solicitation & Source Selection
• Program Management
• Project Management Advantages
• Project Management Best Practices
• Project Management Charts
• Project Management Definitions
• Project Management Ethics
• Project Management for Beginners
• Project Management Musings
• Project Management Office
• Project Management Proposals
• Project Management Templates
• Project Portfolio Management
• Project Workforce Management
• Quality Management
  •  >> Principles
  •  >> Techniques
• Requirements Management
• Risk Management
  •  >> Risk Identification
  •  >> Risk Quantification & Analysis
  •  >> Risk Response & Control
• Scheduling
  •  >> Normal and Crash Costs
  •  >> Project Plan Refinement
  •  >> Resource Constrained Projects
  •  >> Resource Leveling
• Scope Management
  •  >> Process of Change Control
  •  >> Project Scope Management
  •  >> Scope Change Control
• SCRUM
• Soft Management
• Time Management
  •  >> Activity Definition
  •  >> Activity Duration Estimate
  •  >> Activity Sequencing
  •  >> Critical Path
  •  >> Network Planning
  •  >> Project Milestones
• Training
• Uncategorized