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An old perspective from the operations and production environment, the Five Ms, has found

its way into helping Credit Acceptance, a financial services company, differentiate between

management and leadership, illustrate the different roles leaders play in an organization,

and teach the skills required to execute these roles.

A DefinitionCredit Acceptance started its leadership development initiative by looking for a definition of

leader that clearly distinguished it from the role of a manager. After reviewing several

definitions, they found that one I proposed seemed to agree most with their philosophy:

"Managers are measured by the value of their output; leaders are measured by the value of

the output of their people." During several leadership development sessions, participating

mangers and supervisors who were exposed to this definition agreed that intuitively the

definition made sense; the challenge was how to operationalize it.

The Five Ms

They found the answer in a structured analysis management model called the Five Ms,which describes how managers in a manufacturing environment obtain and distribute

resources to achieve business objectives.

The most effective managers are those who can effectively obtain and distribute the Five

Ms: money, manpower, methods, materials, and machinery. Each category in the 5 Ms

management model represents a function or a part of a function that contributes to the

bottom line. It was obvious how the model fit in manufacturing, and after discussion, it

became clear how in the world of managing financial services, the Five Ms still apply; but in

the world of leadership development and High Performance Teams, understanding the 5Ms

and what to do with them can add new dimensions.

Getting Started

We launched our operational definition of leadership with the above graphic. We agreed that

the definition of management included such things as putting in place processes, practices,

and principles to achieve business objectives by focusing on the acquisition, management,

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distribution, and measurement of the five types of resources. Once again the people who

focus on operations asked us, "What is different about leadership?

The Leadership Difference

"Only one thing is different about the role of the leader," we said. Showing the next graphic,

we asked the managers, directors, and supervisors what the altered graphic meant to them.As they started to realize what it meant, one said, "You mean that leaders put people

between them and their tasks? If that's so, then how do we make sure that the right things

get done..." His voice trailed off as the light bulb turned on. So we moved forward.

We talked about each of the five Ms separately, then put them together into an operational

system that summarized the focus of leadership. Members of our groups acknowledged that

their role as managers made them responsible, and held them accountable, for thetasks of

the business; and they began to understand that their role as leaders made them

responsible, and held them accountable, for the performance of the people in the business.

Their role as managers held them responsible for the bottom line; their role as leaders held

them responsible for howtheir people contributed to the bottom line. So we explored the Msone at a time and began to introduce what they could do differently as leaders than as

mangers.

Money

Asked what should be in the money category, the group listed such things as P&L (Profit

and Loss), budgets, finance, accounting, collections, etc. Soon they began to acknowledge

that everything in the organization used money to achieve business objectives.

So we asked the leadership question: "In the management model we looked at

first, you were responsible for how money was used. What changes when you look at the

second graphic?" The answer from the leadership perspective was that they were moreresponsible for how their people managed money (financial outputs) than how they

managed it themselves. This was disturbing for some. It meant that a new focus on

individual human performance was going to be required. Financial literacy and the need to

think in terms of economic value took on new importance. The thought that accountability

was one step removed from their own performance was somewhat daunting to many in the

room.

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Methods

Advertisement

The next M we discussed was methods. In the service industry, methods include the chain

of tasks required to create, design, sell, and deliver a service, as well as the systems

created by the infrastructure to support the achievement of business outcomes. In the

management model, the manager, director, or supervisor runs the processes and makes

changes to keep the operation running smoothly and profitably. We asked how that changes

in the second graphic, from the leadership perspective.

Six Sigma training had recently been launched and was beginning to make an impact at

Credit Acceptance. Many easily acknowledged that the person closest to the job knows best

how to fix a process, but for many, loss of control over the details of the process and

subsequently the outcome, was a concern. But after discussion of what effective leaders do

to minimize risk of poor performance in their work area, it became clear that a core

component of leadership from the operations perspective was developing the workforce to

be high performers by teaching them how to map, measure and improve each process that

contributes to customer satisfaction and the bottom line.

Materials

Once defined as the tangible inputs to the creation of goods, materials now include supplies

(tangibles) and information (intangibles). Using the first graphic describing the management

model, members of our groups saw that it was fully on their shoulders to ensure that inputs

were correct, accurate, timely, etc.

The logical next question was: "Does leadership mean that I can hold someone elseresponsible for the accuracy and timeliness of inputs into our processes?" Many found our

answer somewhat upsetting: "Effective leaders are people who give credit to others for a job

well done, but keep the responsibility for themselves when the job misses expectations."

"How could that be?" our groups asked us. "Why should we take the blame for others' poor

performance?"

So we explained it further. "Effective operational leadership means doing whatever you can

to minimize the risk of poor performance from your employees. We arenot saying that your

employees are no longer responsible for their outputs, but weare saying that you are

responsible for helping them develop their skills, for providing them with effective processesor the means to make them more effective. You are responsible for giving them clear and

unambiguous direction, guidance, and support so they can succeed."

We directed their attention once again to the second graphic. "Your people are one of the

key inputs into each of the four Ms. What is one of the key inputs into your people?" They

looked at the graphic and got the message.

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Machines

Both tangibles and intangibles are processed by machines and/or equipment. By now the

groups understood that the effectiveness of machines and equipment was in large part the

result of the waytheir people interfaced with them and each other.

So we took the conversation to another place. "The second graphic shows a somewhatlinear approach to achieving business objectives. What do you think about that?" We were

pleased and inspired when our emerging leaders began speaking about the

interconnectedness of the Ms. They started describing their work in terms of how the

resources interrelated and identifying some ways they might strengthen their employees'

performance.

Manpower: The Behavioral Foundation

The operational leader recognizes that the successful deployment of each of the initial four

resources will be the direct result of the extent to which the manpower resource is hired for

fit, developed for performance, and motivated for excellence. How does the manager asleader fit into that picture?

If leadership means making sure that others successfully contribute to the bottom line, then

the first step is understanding how to communicate effectively with people with various

behavior styles. So we explored style differences and how to alter speaking and listening

styles to increase understanding. We explored the role of manager as leader as being able

to provide the different things that different people need to obtain peak performance. We

reviewed interpersonal barriers and practiced using tools and techniques for overcoming

them. Finally, we returned to the five Ms to apply what we learned about leadership and

management to the way we focus on the bottom line.

Types[edit]

Desktop[edit]

Project management software has been implemented as a program that runs on the desktop of each

user. Project management tools that are implemented as desktop software are typically single-user

applications used by the project manager or another subject matter expert, such as a scheduler or

risk manager.

Web-based[edit]

Project management software has been implemented as web application to be accessed using

a web browser . This may also include the ability to use a smartphone or tablet to gain access to the

application. oftware as a er!ice "aa# is also web-based and has become a common deli!ery

model for many business applications, including Project $anagement, Project $anagement

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%nformation ystem "P$%# and Project Portfolio $anagement "PP$#. aa is typically accessed by

users using a thin client !ia a web browser.

Personal[edit]

 & personal project management application is one used at home, typically to manage lifestyle or

home projects. There is considerable o!erlap with single user  systems, although personal project

management software typically in!ol!es simpler interfaces. ee also non-specialised tools below.

Single user [edit]

 & single-user system is programmed with the assumption that only one person will e!er need to edit

the project plan at once. This may be used in small companies, or ones where only a few people are

in!ol!ed in top-down project planning. 'esktop applications generally fall into this category.

Collaborative[edit]

 & collaborati!e system is designed to support multiple users modifying different sections of the planat once( for example, updating the areas they personally are responsible for such that those

estimates get integrated into the o!erall plan. )eb-based tools, including extranets, generally fall

into this category, but ha!e the limitation that they can only be used when the user has li!e %nternet

access. To address this limitation, some software tools using client*ser!er architecture pro!ide a rich

client that runs on users+ desktop computer  and replicates project and task information to other

project team members through a central ser!er when users connect periodically to the network.

ome tools allow team members to check out their schedules "and others+ as read only# to work on

them while not on the network. )hen reconnecting to the database, all changes are synchronied

with the other schedules.

Introduction

Since the project management is one of the core functions of a business

organization, the project management function should be supported by

software. Before software was born, project management was fully done

through papers. This eventually produced a lot of paper documents and

searching through them for information which was not a pleasant

experience.

nce software came available for an affordable cost for the business

organizations, software development companies started developing project

management software. This became !uite popular among all the industries

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and these software were !uic"ly adopted by the project management

community.

Types of #roject $anagement Software

% & 'es"top

There are two types of project management software available for project

managers. The first category of such software is the des"top software.

$icrosoft #roject is a good example for this type. (ou can manage your

entire project using $S #roject, but you need to share the electronic

documents with others, when collaboration is re!uired.

)ll the updates should be done to the same document by relevant parties

time to time. Therefore, such des"top project management software has

limitations when it should be updated and maintained by more than one

person.

* & +eb Based

)s a solution for the above issue, the web&based project management

software was introduced. +ith this type, the users can access the web

application and read, write or change the project management&related

activities.

This was a good solution for distributed projects across departments and

geographies. This way, all the sta"eholders of the project have access to

project details at any given time. Specially, this model is the best for virtual

teams that operate on the Internet.

haracteristics of #roject $anagement Software+hen it comes to choosing project management software, there are many

things to consider. -ot all the projects may utilize all the features offered by

project management software.

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Therefore, you should have a good understanding of your project

re!uirements before attempting to select one for you. ollowing are the

most important aspects of project management software/

% & ollaboration

The project management software should facilitate the team collaboration.

This means that the relevant sta"eholders of the project should be able to

access and update the project documents whenever they want to.

Therefore, the project management software should have access control

and authentication management in order to grand access levels to the

project sta"eholders.

* & Scheduling

Scheduling is one of the main features that should be provided by project

management software. 0sually, modern project management software

provides the ability to draw 1antt charts when it comes to activity

scheduling.

In addition to this, activity dependencies can also be added to the

schedules, so such software will show you the project critical path and laterchanges to the critical path automatically.

Baselining is also a useful feature offered by project management software.

0sually, a project is basedlined when the re!uirements are finalized.

+hen re!uirements are changed and new re!uirements are added to the

project later, project management team can compare the new schedule with

the baseline schedule automatically to understand the project scope and

cost deviations.

2 & Issue Trac"ing

'uring the project life cycle, there can be many issues related to project

that needs constant trac"ing and monitoring. Software defects is one of the

good examples for this.

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Therefore, the project management software should have features to trac"

and monitor the issues reported by various sta"eholders of the project.

3 & #roject #ortfolio $anagement

#roject portfolio management is one of the "ey aspects when an

organization has engaged in more than one project. The organization should

be able measure and monitor multiple projects, so the organization "nows

how the projects progress overall.

If you are a small company with only a couple of projects, you may not

want this feature. In such case, you should select project management

software without project portfolio management, as such features could be

!uite expensive for you.

4 & 'ocument $anagement

) project has many documents in use. $ost of these documents should be

accessible to the sta"eholders of the project. Therefore, the project

management software should have a document management facility with

correct access control system.

In addition to this, documents need to be versioned whenever they areupdated. Therefore, the document management feature should support

document versioning as well.

5 & 6esource $anagement

6esource management of the project is one of the "ey expectations from

project management software. This includes both human resources and

other types.

The project management software should show the utilization of each

resource throughout the entire project life cycle.

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Project Management Software

Defnition - What does Project Management Software mean?

Project management software is software used for project planning, scheduling, resource allocation

and change management. %t allows project managers "P$s#, stakeholders and users to control costs

and manage budgeting, uality management and documentation and also may be used as an

administration system. Project management software is also used for collaboration and

communication between project stakeholders.

 Techopedia explains Project Management Software

 &lthough project management software is used is a !ariety of ways, its main purpose is to facilitate

the planning and tracking of project components, stakeholders and resources.

Project management software caters to the following primary functions

• Project planning To define a project schedule, a project manager "P$# may use the

software to map project tasks and !isually describe task interactions.

• Task management &llows for the creation and assignment of tasks, deadlines and status

reports.

•

Document sharing and collaboration Producti!ity is increased !ia a central documentrepository accessed by project stakeholders.

• Calendar and contact sharing Project timelines include scheduled meetings, acti!ity dates

and contacts that should automatically update across all P$ and stakeholder calendars.

• ug and error management Project management software facilitates bug and error

reporting, !iewing, notifying and updating for stakeholders.

• Time tracking oftware must ha!e the ability to track time for all tasks maintain records for

third-party consultants.

https://www.techopedia.com/defnition/13132/project-management-sotware

What does project management software do?

 

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At the most basic level, project management products will help your

organisation tomanage projects from start to finish, and allow employees

atdifferent levels to have an input into the process.

Project management software has been around for a number of years now

and as a result, it doesfar more than just manage the projects themselves.

Project applications can also carry out scheduling, cost control and budget

management, resource allocation, collaboration,

communication,quality management and documentation or administration.

The aim with these is to handle allaspects and complexities of larger

projects and help keep costs down.

What do businesses tend to use project

management software for?

 

Projects can be complex and dependent on many differentfactors,  departments, and

outcomes.

As such, project software can help to determine which events depend on one another,

how exactly they depend on each other, and what happens if things change or go

wrong.

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In addition, they can schedule people to work on various tasks, and detail the

resources – physical, financial or anything else that are re!uired, and this is called

resource scheduling.

People also use project management software to deal with uncertainties in the

estimates of the duration of each task" arrange tasks to meet various deadlines" and

 juggle multiple projects simultaneously, as part of an overall objective.

 

Types of Project Management Software:

Desktop

 

#here are different ways in which project management software is made available by

vendors and service providers.

$irstly, organisations can buy it as a desktop package, and this typically gives the most

responsive and graphicallyintense style of interface.

%esktop project management applications typically store their data in a file, although

some have the ability to collaborate with other users, or to store their data in a central

database.

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&ultiple users can share filebased project plans or data held on a database, if only

one user accesses it at a time.

 

Types of Project Management Software: Client

Server

 

'erverbased collaborative project management applications are also available. #hese

are designed to support multiple users who are working on different parts of a project.

'erverbased project management systems hold data centrally and can also

incorporate collaboration tools so that users can share knowledge and expertise.

Types of Project Management Software: Web-

based

 

Project management software can be implemented as a web application. #his is

accessed through an intranet or extranet, or the internet itself, using a web browser.

(enefits of webbased project management applications include the fact that they can be accessed from any type of computer without installing software.

#he software is also automatically updated and maintained by the service provider,

and the nature of the system makes it naturally multiuser.

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Also, webbased software tends to come with a monthly charge which is cheaper than

 buying and maintaining the application yourself.

)owever, webbased project software tends to be slower to respond than desktop

applications, and project information is not available when the user is offline.

 

Types of Project Management Software:

Integrated

 

An integrated system combines project management or project planning,

with many other aspects of company activities.

$or example, projects can have bug tracking issues assigned to each project" or the list

of project customers can become a customer relationship management module, with

each person on the project plan having their own task lists, calendars, and messaging

functionality associated with their projects.

 

Five Popular Project Management Applications

 

*. &icrosoft Project 

&icrosoft Project is one of the more popular packages and it now offers a web

interface and deep +ffice, +utlook and 'harepoint integration.

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. &atchware &ind-iew

&ind-iew has an easytouse spreadsheetlike layout, and its mind map option lets

you see your project in visuals, reminiscent of brainstorming bubbles.

. Project /ickstartProject /ick'tart is an easytouse project management package that integrates

with other applications like PowerPoint, +utlook, 0xcel, 1ord, &icrosoft Project,

and A2#3.

4. 5ationalPlan &ulti Project

5ationalPlan &ulti Project has features to manage resources and budgets as well

as multiple projects. It has an interactive 6antt chart, normally available only in

higherend suites.

7. (asecamp

(asecamp is a lowcost webbased project management and collaboration package

which is gaining momentum.

http://www.comp!terwee"l#.com/eat!re/$roject-management-sotware-%ssential-

&!ide

/0. 'asecamp

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'asecamp

is considered the leading project management and colla(oration tool a)aila(le

Basecamp is the grandaddy of project management apps. Basecamp is

considered the leading project management tool around. It boost a simple

and easy to use interface to collaborate with your team and client. It allows

 you to create multiple projects and setup discussions, write to-do lists, manage

files, create and share documents, and organise dates for scheduling. It is fully

responsive so you can manage your projects and check statues on your mobile

device on the go. Basecamp’s basic plan starts at !" a month.

/1. Teamwor" $rojects

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 Teamwor"

$rojects is the !ltimate prod!cti)it# tool to manage projects with #o!r team

Teamwork #rojects is the ultimate productivity tool to manage projects with

 your team. Teamwork allows you to keep all your projects, tasks and files all in

one place and easily collaborate with a team. Teamwork helps you to visualise

the entire project through a marked calendar and gantt chart and setup

reporting.

Teamwork supports file management with $oogle %rive, Bo&.com and

%ropbo&. 's well as integration with leading apps such as third party

accounting software and customer support apps.

#lans only start at (! a month with unlimited users.

/2. *cti)e+olla(

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*cti)e+olla

( (oost ad)ance project management eat!res incl!ding in)oicing and trac"ing

expenses

 'ctive)ollab recently released its new version *.". The new revamped app is

now more powerful and focused project management tool. It offers team

collaborating features, task management, time tracking and importing

e&penses. +ne of the biggest asset of 'ctive)ollab is it offers invoicing

features. ou are able to track payments and e&penses and have invoices paid

directly within 'ctive)ollab with #ay#al, and other credit card payments.

 'ctive)ollab cloud plans starts at !* a month and they offer a self-hosted

 version if you want to run this application on your own web server.

/3. ,oho $rojects

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,oho

$rojects allows #o! to plan coordinate and management a project ecientl#

oho offers a wide range of business software including #rojects. oho

#rojects is an proficient tool to project plan and project coordinator from start

to finish.

It boost all the features you need for project management with some advance

features including reporting, integration with $oogle 'pps and %ropbo&, bug

tracking, setup iki #ages to build a repository of information, forums and

more.

 ou can start oho #rojects with a free plan and upgrade to a paid premium

account starting at !" a month.

/4. Trello

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se Trello

to easil# displa# and organise #o!r to-do lists and disc!ssions on a )is!al (oard

Trello isn’t your average project management tool, instead this app is a free

 visual way to to glance at the entire project with a single view. ith Trello you

can organise cards, these cards can be your thoughts, conversations and to-do

lists and be placed on a board for everyone to collaborate on.

Trello is absolutely free but also offers a gold package at /* a year, which

e&tends larger attachments, e&tra sticker packs, saved searches and more.

/5. 0ira

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 0ira made

specifcall# or sotware de)elopers to trac" iss!es and (!gs and proacti)el# resol)e

them

0ira is specifically targeted for software development teams. 0ira offers

abilities to raise issues and bugs. 0ira makes it real easy to track bugs and see

 which issues are still outstanding and how much time was spent on each task.

 'tlassian owners of 0ira, also offer other products including )onfluence a

document collaboration tool, and 1ip)hat a team chat and video and file

sharing platform and other products. hich you may integrate with 0ira

seamlessly.

0ira starts at (" for for (" users a month.

/6. *sana

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*sana it

ideal platorm or managing remote wor"ers and reelancers eecti)el#

 'sana is a platform that allows you to easily collaborate with remote workers

and freelancers. 'sana’s purpose is to stop working with email as a

communication tool and actions list. Instead 'sana keeps all the actionable

tasks, scheduling, sharing files including with $oogle %rive, %ropbo& and

Bo&.com and receive status updates without using email again.

 'sana also comes with mobile apps on both i+2 and 'ndroid, so you can work

anywhere whilst on the go. 'sana starts at !( a month for up to five

members.

/7. $odio

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$odio is a

)ersatile platorm or project managing !se as an intranet and + s#stem

#odio is a ever growing tool to organise and communication tool for any

 business. #odio allows you to personalise this platform to fit your business

needs. Besides being able to communicate with a team, setup task

management, use as a file storage system, like a traditional project

management app, #odio can be an internal intranet for all your colleagues and

departments to interact. #odio can also be transformed into a )34 system.

#odio plans start at 5 a month.

/8. 4reedcamp

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5rganise

and plan an e)ent project or e)en a wedding !sing 4reedcamp all a(sol!tel# ree

 hatever your project may be, either setting up an event, a web project or

organising a wedding, 6reedcamp helps you organise and plan effectively.

6reedcamp has an organised dashboard to view the entire project at a glance.

 ou can easily setup tasks, use sticky notes to visually setup tasks and organise

them into the calendar. 6reedcamp provides advance add-ons for high level

 business use including )34, invoicing, issue tracking and setting up wiki

pages.

6reedcamp is free to start with and only add-ons are chargeable.

0/. Wri"e

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Wor"

smarter with Wri"e (# ma"ing s!re #o! are alwa#s on trac" and ha)e the a)aila(le

reso!rces

 rike is advance application to help you work smarter. By making sure you

are always staying on track and ensure you have the ade7uate resources to

finish on time and on budget.

2etting up tasks, engage your team and integrate with your business tools

including $oogle 'pps, 4icrosoft 8&cel, %ropbo& and many more is so easy

 with rike. ou can even make your emails more productive by converting

emails into tasks with a simple click of a button.

 rike is free for the first five users and paid professional plans start at /5 a

month.

9onclusion

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4ake sure when you adopt a project management app it helps to improve your

overall work efficiency and workflow. ou don’t want to select a project

management tool that ends up taking more time to mange than doing the

actual job.

Words9 2teven u

Steven Wu currently runs R & W Media, a Magento agency based in

London. He freuently writes for online and !rint !ublications.

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