# PM Software

need an end-to-end complete business automation platform. Like [Kapture, your future ready CRM](https://www.kapturecrm.com/)


* [Celoxis](https://celoxis.com/)
* [Zoho Projects](https://www.zoho.com/projects/)

# OK Software

* [Perdoo](https://www.perdoo.com/)
* [Atiim](https://www.atiim.com/)
* [UpRaise](https://upraise.io/)

# IT Operations Management (ITOM)

* [Micro Focus](https://software.microfocus.com/en-us/solutions/it-operations-management)

# FEATURE: Project Management (and reporting)

# FEATURE: Task Management (and reporting)

# FEATURE: Resource Management

# FEATURE: Financial Management

# FEATURE: Team Collaboration

# FEATURE: CRM and sales automation, and CPQ Software (Configure Price Quote)

# FEATURE: Document Management




#  Integrate PM and OKR and KPI
* (2018-07-11) should for all of employees times, what they spend it on, especially account for time wasted at meetings and customer site visits, ... where it will produce valuable data on resource utilization.
* OKR is a great framework for focusing on achieving results rather than completing tasks, but this doesn’t mean there’s no place for day-to-day tasks in OKR.
* OKR, An Objective describes a point in the future you want to get to which is different from the status quo.
* OKR, Your Key Results are things you measure, that have a target, and indicate whether or not you’ve reached your Objective.
* Project Management is simply a way of organizing things that need to be done.
* OKR takes care of motivation, direction, and measurement.
* Some call Projects “Initiatives”.
* According to Perdoo
  * Projects and Tasks become the “output” of the OKR and the Key Results the “outcome”.
  *  A common mistake many people make when setting Key Results is to confuse them with actions, tasks or projects, or use Key Results as a kind of to-do list.
  * The reason why this is a bad idea is that Key Results should always contain a metric and they should not be within your direct sphere of influence.
* OKR is a fantastic framework for setting goals.
* Project Management systems are fantastic tools for getting work done.
* When they’re combined you have a complete system for managing and measuring all the work you do, from strategy to execution to success.
* [OKR Crash Course - How to set Goals | Perdoo](https://www.perdoo.com/blog/okr-crash-course/)
* I suggest to have OKR training for all execs
* Saying about OKR
  * A dream written down with a date becomes a goal
  * A goal broken down into steps becomes a plan
  * A plan backed by action becomes a reality
* 58% of people cannot name the top 3 company objectives
* Only 50% of employees know the company's vision, of those, 68% do not understand it
* [How To Integrate Project Management With OKR Methodology](https://upraise.io/blog/project-management-okr-methodology/)
  * How OKR methodology can be integrated with project management.
  * a popular system for setting goals.
  * Each Objective requires about 3-5 Key Results, which need to be measurable.
  * Project management is the art of managing project and its deliverables with a view to produce finished products or service.
  * There are many methodologies in which a project can be carried out & these approaches may vary depending on the industry vertical.
  * Scrum, Kanban, Waterfall are some of the examples.
  * It can be very difficult for organizations to successfully execute the projects within the constraints of time, scope and quality and deliver the required result without relying on a scientific approach.
  * OKRs & Project management are complementary to each other.
  * If you only set OKRs & don’t take necessary steps to achieve them, you are daydreaming.
  * And if you are only performing routine tasks without an ultimate goal guiding you, there is nowhere to go.
  * Key Result vs. Task
    * if it is an end in itself, it is a key result.
    * If the value delivered is getting measured at this step, it is a key result.
  * This relationship of OKR methodology and project management lets your team collaboratively discover new ways to achieve the end goals. Managers in your team now are not micro managing but helping individuals see the bigger picture.



  # SIDE NOTE: Project Management and Operations Management
* Operations Management is an ongoing organizational function that performs activities to produce products or supply services.
* Operations are permanent endeavors that produce repetitive outputs.
* Projects are temporary and help the business to meet organizational goals and to respond quickly and easily to the external environment.
* Organizations use projects to change operations, products and services to meet business need, gain competitive advantage and respond to new markets.
* Projects require project management.
* Operations requires business process management or operations management.
  * Are sales activities, operational ?
* However, projects and operations do meet at various points during the life-cycle of a product or service. For example when:
  * Re-engineering business processes
  * Developing or changing product and services
  * Improving operations or product development
* It is a fact that all activities of an organization can be divided into projects and operations.
* All efforts and energies of an organization are distributed between these two categories of work.


|    ??     |         Project Management         |         Process Management         |
| --------- | ---------------------------------- | ---------------------------------- |
| Objective | driving change in the organization | improve processes continually      |
| Nature    | specific tasks,                    | ongoing, continuous and repetitive |

  ## Project Manager and Operational Manager
|            Project Manager            |              Operational Manager               |
| ------------------------------------- | ---------------------------------------------- |
| Role ends with project                | Routine                                        |
| Temporary team                        | Stable organization                            |
| Many different skills                 | Specialist skills                              |
| Work not done before                  | Work repeatable                                |
| Time, cost and scope constraints      | Annual planning cycle                          |
| Difficult to estimate time and budget | Budgets set and fixed events                   |
| decisions change rapidly              | stick with decisions for a very long time      |
| given a budget to carry out the task  | perform operations to generate maximum profits |


----

# ITSM for MSP or CSP

IT Service Management (ITSM) for Managed Service Providers (MSP) or Cloud Serivce Providers (CSP)

* ITSM and related certification
  * ITIL
  * COBIT
  * TOGAF
  * [Skills Framework for the Information Age - Wikiwand](https://www.wikiwand.com/en/Skills_Framework_for_the_Information_Age)
  * [ITSM Certification | ITSM Training | ITIL, COBIT, TOGAF & More | Learning Tree International](https://www.learningtree.com/training-directory/itsm-certification-training/)

* [SysAid MSP: ITSM and ITAM for Managed Service Providers](https://www.sysaid.com/product/msp)
  * multi-customer-based service delivery and support requirements
  * help desk, service desk, and ITSM capabilities

* [How to Adapt ITIL for Cloud Computing](https://www.itpreneurs.com/blog/how-to-adapt-itil-for-cloud-computing/)
  * he fundamentals of ITIL best-practice provide a solid foundation for organizations adopting cloud computing and cloud based services.
  * IT service providers, outsourcing organizations, cloud computing service providers and internal IT departments all should update their ITIL best-practices and processes to cater for the flexibility and scalability of cloud computing.
  * Essentially, cloud is another form of delivering IT, so a lot of the fundamentals of ITIL and IT service management don’t radically change.
  * In fact, the cloud of today came from yesteryear’s mainframe environment. The difference, today, is the internet which provides a platform to deliver pay-per-use utility based computing services globally from cloud service providers’ data centers.
  * [Professional Cloud Service Manager Certification Course](https://www.itpreneurs.com/course/professional-cloud-service-manager/)
  * [Partner List: Find a Training Provider near You - ITpreneurs](https://www.itpreneurs.com/partners/partner-list/?wpv_view_count=979&wpv_post_search=&wpv-catalog-connections=0&wpv-regions=middle-east-africa&wpv_filter_submit=Search)

  * How Do You Manage the Cloud with ITIL?
    * [How Do You Manage the Cloud with ITIL?](https://blogs.cisco.com/cloud/how-do-you-manage-the-cloud-with-itil)
    * Recently, I attended a training course: “Professional Cloud Service Manager” offered by the [“Cloud Credential Council](https://www.cloudcredential.org/)” to address this very topic.
    * [Peter Hubbard - BrightTalk](https://www.brighttalk.com/search/?q=Peter+Hubbard)
    * [Controlling the Cloud with Service Management](https://www.brighttalk.com/webcast/10001/114491)
      * (2018-05-17)
      * IT departments take too long to deliver a service, ... the opportunities are coming and going faster than the pace of ITSM.
      * Should have a CMDB - [Configuration management database - Wikiwand](https://www.wikiwand.com/en/Configuration_management_database)
      * Shoud have a service catalog - it is growing in importance, the ability to say to the business "here is what we give you, you give us X budget, we give you Y service".
      * .... only did about 50%
    * The Cloud has 5 specific characteristics
      * (1) Rapid elasticity
      * (2) Resource pooling
      * (3) Network access
      * (4) On demand self-service
      * (5) Measured service