990-21产品经理:The Ultimate Guide to Project Tracking 项目跟踪终极指南

Project Tracking is a key activity that should be instilled from the beginning of every project in order to have the best chance of success. Everyone from senior management to team members becomes aligned with project goals and updates. Let us see what exactly project tracking is and how do you do it?
项目跟踪是一个关键的活动，应该从每个项目的一开始就灌输，以便有最好的成功机会。从高级管理人员到团队成员的每个人都与项目目标和更新保持一致。让我们看看到底什么是项目跟踪，你是怎么做的？

What is Project Tracking?
Project Tracking is a method of project management for following the progress (or lack thereof) of activities involved in projects. Potential issues can be spotted and solved by team members and leaders. Tracking projects from the beginning, dealing with problems quickly, and proactively making decisions is what successful project managers do.
Managing all tasks and activities involved, handling multiple files involved, and most importantly, the people who make up the team make this incredibly challenging.
什么是项目跟踪？
项目跟踪是一种项目管理方法，用于跟踪项目中活动的进展（或缺乏进展）。团队成员和领导者可以发现并解决潜在的问题。从一开始就对项目进行跟踪，快速处理问题，积极主动地做出决策，这是成功的项目经理所做的。
管理所涉及的所有任务和活动，处理所涉及的多个文件，最重要的是，组成团队的人，使这个令人难以置信的挑战。

Project tracking begins early in the project with planning and goes on until the completion of a project. Monitoring project progress to identify potential problems in a timely manner and take corrective action. Measuring project performance regularly to identify variances from the project management plan to make sure projects are on track.
Simple project management software is designed with everything in one place in real-time to keep projects visible across teams and stakeholders efficiently.
项目跟踪始于项目早期的计划阶段，一直持续到项目完成。监控项目进度，及时发现潜在问题并采取纠正措施。定期评估项目绩效，以识别项目管理计划中的差异，确保项目按计划进行。
简单的项目管理软件是以实时的方式设计的，所有的东西都放在一个地方，以使项目在团队和涉众之间高效地可见。

Why use Project Management Tracking?
There are multiple benefits and many reasons to engage with project tracking, from increased chances of project success to creating a united team. Keeping up to date on the progress of the project and awareness of project status, it is easy to spot any potential issues that could prevent project success.
Complete transparency is essential for accurate decision-making.
Project tracking keeps all team members and stakeholders in touch with deadlines and goals, enabling the project lead to manage with confidence.
为什么使用项目管理跟踪？
参与项目跟踪有很多好处和原因，从增加项目成功的机会到创建一个团结的团队。保持对项目进度的最新了解和对项目状态的认识，就很容易发现任何可能阻碍项目成功的潜在问题。
完全透明对于准确的决策至关重要。
项目跟踪使所有团队成员和利益相关者都能及时了解项目的截止日期和目标，使项目负责人能够充满信心地进行管理。

There are four key benefits that effective project tracking should deliver.

1. Real Time Information
   Firstly, stay up to date and get the most accurate information available. Everyone involved in the project needs to see the status and progress of the project in an instant. This is crucial for senior management to make decisions at the top level of the project along with team leaders on behalf of the team. Using cloud-based simple project management software, reporting to senior management should be painless. By tracking projects, teams can be aligned, along with project objectives and activities. Stay in touch and watch goals become reality.
2. Problem Identifiers
   With project tracking, there is no place for problems or issues to hide. Any budding issues are recognizable in an instant. This allows leaders to act and take back control of the situation. Team members can offer assistance and keep each other motivated to get jobs done. Problem-solving maintains the structure of the project and allows resources to spend time on the things that matter. Once the issues are gone, the project is back on track and success is on the horizon.
3. Team Motivation
   Collaboration is a key factor of every project. If every member has clarity on their role, they can work toward the group objectives. As projects progress and the task list diminishes with every day, team motivation to carry on and complete the project intensifies. By working together and creating an empowered team, project tracking keeps everyone in the loop and on the same page.
4. Easy and Accurate Reporting
   Reporting is often a painful task that project managers are required to do. Senior management want an overall view of each of the projects in an instant. Using one system in order to manage and track projects makes reporting quick and simple. Time is valuable so having all information in one place with more detail available if needed, perfect for reporting to senior executives.
   有效的项目跟踪应该提供四个关键的好处。
5. 实时信息
   首先，保持最新，并获得最准确的信息可用。参与项目的每一个人都需要在瞬间看到项目的状态和进度。这对于高级管理层与代表团队的团队领导人一起在项目的最高层做出决策是至关重要的。使用基于云计算的简单项目管理软件，向高级管理层报告应该是毫不费力的。通过跟踪项目，可以使团队以及项目目标和活动保持一致。保持联系，看着目标成为现实。
6. 问题标识符
   有了项目跟踪，问题就无处可藏了。任何萌芽的问题都能在瞬间被识别出来。这使得领导人采取行动，收回对局势的控制权。团队成员可以提供帮助，并保持彼此的积极性来完成工作。问题解决保持了项目的结构，并允许资源把时间花在重要的事情上。一旦问题解决了，项目就回到了正轨，成功就在眼前了。
7. 团队激励
   协作是每个项目的关键因素。如果每个成员都清楚自己的角色，他们就可以朝着团队目标努力。随着项目的进展和任务清单的逐日减少，团队进行和完成项目的动力会增强。通过共同工作并创建一个授权的团队，项目跟踪使每个人都在循环中，并在同一页上。
8. 简单而准确的报告
   报告往往是一个痛苦的任务，项目经理被要求做。高级管理人员希望在瞬间获得每个项目的总体视图。使用一个系统来管理和跟踪项目，使报告快速而简单。时间是宝贵的，所以将所有信息集中在一个地方，如果需要，还可以提供更多的细节，非常适合向高级管理人员报告。

Who should be involved in Project Tracking?
The foundation for effective project management tracking and status reporting is laid during project planning. That is where the project manager and executives define clear deliverables and checkpoints for measuring progress. Team leaders, for the benefit of the whole team, should direct project tracking. Poor decision-making from senior executives is an issue created from a lack of transparency and up-to-date information. With effective project tracking this problem is eliminated, allowing for informed and accurate decision-making.
谁应该参与项目跟踪？
有效的项目管理跟踪和状态报告的基础是在项目规划期间奠定的。这就是项目经理和执行人员定义清晰的可交付成果和用于度量进度的检查点的地方。团队领导者，为了整个团队的利益，应该指导项目跟踪。缺乏透明度和最新信息造成了高级管理人员决策失误的问题。有了有效的项目跟踪，这个问题就消除了，从而可以做出明智和准确的决策。

A Typical Scenario: Gathering Status Data from the Team
Each week project managers gather status information to give project management tracking updates to the senior executives. Some project managers conduct status meetings with the aim to report that nothing bad happened during the week. If a team member expresses confusion on their assignment or says that finishing by the due date is impossible, the project manager becomes frustrated. They blame the team member for not asking the right questions, for slacking off or letting down the team. Isn’t it funny how the project manager does not hear any bad news after that? Well, at least not until the finish date draws near.
Everyone working in the dark
In this environment, the team members have to guess what is expected or run to the project manager daily to ask what they should do. Most people do both. However, because the project manager does not know exactly what the project should produce, their answers are vague. Soon no one admits any problems and everyone says they are on schedule. That is because they quickly learned that to report anything else brings down the wrath of the gods.
The project manager’s experience when reporting to the senior executives is similar. Everything besides good news triggers a snarl. The project manager soon resorts to saying, “Everything is going according to plan,” or “Every task is in ‘green light’ status.” No one is solving problems early. As the due date draws closer, the team members make a wild guess at what they should produce and they frantically slap some junk together.
This is a bad, but common, example of project management tracking. Everyone on the project is wearing blindfolds. No one actually knows what the project is supposed to deliver. The project team members are trying to guess what is expected of them. When they ask questions, they just hear the project due date repeated at a louder and louder volume. Moreover, the project manager does not know how the project is really doing.
典型场景：从团队收集状态数据
每周，项目经理都会收集状态信息，以便向高级管理人员提供项目管理跟踪更新。一些项目经理召开状态会议，目的是报告一周内没有发生任何不好的事情。如果团队成员对他们的任务表示困惑，或者说不可能在截止日期前完成，项目经理就会感到沮丧。他们责怪团队成员没有提出正确的问题，懈怠或让团队失望。在那之后，项目经理没有听到任何坏消息，这不是很有趣吗？好吧，至少在完成日期临近之前不会。
每个人都在黑暗中工作
在这种环境下，团队成员必须猜测预期是什么，或者每天跑到项目经理那里询问他们应该做什么。大多数人两者兼而有之。然而，由于项目经理并不确切知道项目应该产生什么，他们的答案是模糊的。很快没有人承认有任何问题，每个人都说他们按计划进行。那是因为他们很快了解到，报告其他任何事情都会降低众神的愤怒。
项目经理在向高级管理人员报告时的经历是相似的。除了好消息之外，一切都会引发咆哮。项目经理很快就会说，“一切都在按计划进行”，或者“每项任务都处于’绿灯’状态”。没有人及早解决问题。随着截止日期的临近，团队成员疯狂地猜测他们应该生产什么，他们疯狂地将一些垃圾放在一起。
这是一个糟糕但常见的项目管理跟踪示例。项目中的每个人都戴着眼罩。没有人真正知道这个项目应该交付什么。项目团队成员正试图猜测对他们的期望。当他们提出问题时，他们只会听到项目截止日期以越来越大的音量重复。此外，项目经理不知道项目的实际情况。

Empowered teamwork
Project work often consists of individual work that combines to create group work. Often causing work to be sloppy, unorganized, and not cohesive. This can potentially cause tension within the team. However, when a team leader diligently engages in project tracking, these problems become issues of the past. By staying on top of each of the activities involved in the project the team is united, collaborates effectively and works well together.
Poor communication and confusion are key elements in which Team leaders and their teams break down. The foundation of any group work is the alignment of goals and absolute clarity. This creates an enjoyable and fast-paced working environment. Project tracking keeps everyone on the same page and allows teams to do what they do best, completing successful projects.
Project tracking can aid to create a team culture of empowerment. Having a group of people working toward a goal creates an environment whereby people want to succeed with the end goal in sight. By following the best practices of project tracking any organization can be the team that meets their goals and succeeds.
授权的团队合作
项目工作通常由个人工作和小组工作组成。经常导致工作马虎，无组织，没有凝聚力。这可能会导致团队内部的紧张关系。然而，当一个团队领导人勤奋地从事项目跟踪时，这些问题就成为过去的问题了。通过掌握项目中涉及的每一项活动，整个团队团结一致，有效地协作，一起工作得很好。
沟通不畅和混乱是导致团队领导者及其团队崩溃的关键因素。任何团队工作的基础是目标的一致性和绝对的清晰性。这创造了一个愉快和快节奏的工作环境。项目跟踪使每个人都在同一页上，并允许团队做他们最擅长的，完成成功的项目。
项目跟踪可以帮助创建一种授权的团队文化。让一群人朝着一个目标努力创造了一种环境，在这种环境下，人们希望在最终目标在望的情况下取得成功。通过遵循项目跟踪的最佳实践，任何组织都可以成为实现其目标并取得成功的团队。

What are the best ways to Track Projects effectively?
We all now know that project tracking is essential for progress and the end goal of accomplishment. So, are there things you can do that to optimize the way you track the project? Of course, here are our six top tips for best practice for project tracking.
有效跟踪项目的最佳方法是什么？
我们现在都知道项目跟踪对于项目的进展和最终目标的实现是必不可少的。那么，你能做些什么来优化你跟踪项目的方式呢？当然，这里有六个关于项目跟踪的最佳实践的建议。

1. Plan your project before it starts
   The tendency to start the project by jumping in right away without doing the proper preparation is a key reason why project tracking becomes difficult. By having plans and goals you can then know how the project is progressing. Things you need to have before you start a project; Objectives, task lists, team members, duration, and possible issues. By having these things laid out from the very beginning, you can track any changes that you have to make. These can change throughout the project but having initial information creates a baseline for the project.
   If, you and the executives define the deliverables with clear outcomes that are measurable, then you have a high-level framework of deliverables that lead to that result.

2. Look for warning signs & resolve issues
   The warning signs are the things that could make or break a project. If you do not witness any warning signs, your project is doomed to fail. Warning signs are presented in Project Central for thing like the one tasks highlighted in red for due dates that approaching. If there are many tasks that are not completed it may be an idea to get others involved. By checking these warning signs and resolving the issues quickly rather than letting them fester and grow, you can get your project back on track!

3. 在项目开始前就做好计划
   在没有做好适当准备的情况下就开始项目，这是项目跟踪变得困难的一个关键原因。有了计划和目标，你就可以知道项目的进展情况。在开始一个项目之前，你需要具备的东西：目标、任务列表、团队成员、工期和可能出现的问题。通过从一开始就将这些事情安排好，您可以跟踪必须做出的任何更改。这些可以在整个项目中改变，但是拥有初始信息为项目创建了一个基准。
   如果你和执行人员定义了可交付的明确的可测量的结果，那么你就有了一个高层次的可交付的框架，可以导致那个结果。

4. 寻找警告信号并解决问题
   警告信号是那些可能使一个项目成功或失败的事情。如果你没有看到任何警告信号，你的项目注定要失败。警告标志会在Project Central中显示，类似于以红色突出显示的到期日临近的任务。如果有很多任务没有完成，让其他人参与进来可能是个好主意。通过检查这些警告标志并迅速解决问题，而不是让它们恶化和增长，您可以让您的项目回到正轨！

5. Monitor work schedule
   Once the project is planned, execution of the work can begin. High-level deliverables can be broken down into smaller tasks providing clarity and direction as to what is required from them. Therefore, knowing what a good job is before they even start work. Reviewing the plan and tasks can determine how the project is going. Being proactive with the work involved in the projects ensures nothing slips through the cracks that could prevent the project from being completed. Constant monitoring is of vital importance if you want to have a successful project. Having a strict work schedule gives the team deadlines and goals to reach.

6. Only count tasks as complete when complete
   When progress is slow it can seem like a good idea to start ticking off tasks as being complete when in fact, they are only partially complete. These false reports then make it difficult to see actual progress for the project. Some tasks may then be marked as complete which when it comes to the end of the project are not actually done. It is best to be honest when progress is slow and to main a level of realistic reporting.

7. 监控工作时间表
   一旦项目被计划好，工作的执行就可以开始了。高级别的可交付成果可以被分解成更小的任务，从而提供对它们的要求的清晰度和方向。因此，在他们开始工作之前就知道什么是好工作。回顾计划和任务可以确定项目的进展情况。积极主动地参与项目中的工作，可以确保没有任何东西会从裂缝中溜走，从而阻止项目的完成。如果你想有一个成功的项目，不断的监测是至关重要的。有一个严格的工作时间表，给团队的最后期限和目标达到。

8. 仅在任务完成时将其计为已完成
   当进展缓慢时，开始将任务标记为完成似乎是一个好主意，但事实上，它们只是部分完成。这些虚假的报告使得很难看到项目的实际进展。一些任务可能会被标记为完成，但当项目结束时，实际上并没有完成。当进展缓慢时，最好是诚实，并保持一个现实的报告水平。

9. Be Realistic – Actuals and Estimates
   Creating a culture where people can be open and honest allows project estimates and reporting to be accurate so you can measure progress against at regular checkpoints. Deadlines and budgets are often over ambitious and this causes project stress and ultimately failure. Projects should be ran with a base of accurate, fact-based facts, rather than misleading optimism that can arise from the fear of reporting bad news. Projects can only be ran effectively by knowing what is done and what is not.

10. Look to the Future
    Always look toward the future when tracking projects. Know that all the current activity is all for the end goal in the future. After the project is completed, reflect on what worked and what did not. This information is key to aid the tracking of future projects. Each project provides a key set of learnings to benefit future endeavours.

11. 实事求是-实际值和估计值
    创建一种人们可以公开和诚实的文化，可以使项目评估和报告更加准确，这样您就可以在常规的检查点上衡量进度。最后期限和预算往往过于雄心勃勃，这会导致项目压力和最终失败。项目的运行应该基于准确的、基于事实的事实，而不是因为害怕报道坏消息而产生的误导性乐观情绪。只有知道做了什么，没做什么，项目才能有效地运行。

12. 展望未来
    在追踪专案时，一定要展望未来。要知道当前所有的活动都是为了未来的最终目标。在项目完成后，反思什么起了作用，什么没有起作用。这些信息是帮助跟踪未来项目的关键。每个项目都提供了一套关键的知识，以利于未来的努力。

These steps allow the project management tracking to show things like this:
Achievement: “The customer history screen lets our service reps answer 90 percent of customer inquiries in less than 120 seconds without referring a question to another department.”
Status: “As of last Friday, this task was 25% complete and not the planned 33% complete. That is due to an outage on our network, which caused a loss of productivity among user personnel. Without corrective action, we will finish this task 5 days late. That will cause three tasks to start late, postpone the project completion by four days, and exceed the budget by $10,000. I propose the following corrective action…”
4 features of a good status report
This project management tracking status report has several good features. First, the project manager is reporting status on an objectively measurable business achievement. They are not going to need a meeting or long debate to decide whether they have reached the goal. Second, it quantitatively compares “where we are as of last Friday” to “where we should be as of last Friday.” Third, our progress assessment is based on the work completed as of last Friday and it estimates the work remaining. Fourth, the executive is receiving data on three quantified dimensions of status tracking (the level of achievement, the duration and the budget), not just the due date.
这些步骤允许项目管理跟踪显示如下内容:
成就：“客户历史记录屏幕让我们的服务代表在不到120秒的时间内回答90%的客户咨询，而无需将问题提交给其他部门。”
现况：“截至上周五，这个任务已经完成了25%，而不是计划的33%。这是由于我们的网络中断，导致用户工作人员的工作效率下降。如果不采取纠正措施，我们将推迟5天完成这项任务。这将导致三个任务延迟开始，项目完成时间推迟四天，并且超出预算10,000美元。我建议采取以下纠正措施…”
良好状态报告的4个特点
这个项目管理跟踪状态报告有几个很好的特点。首先，项目经理正在报告一个客观可测量的业务成就的状态。他们不需要一个会议或长时间的辩论来决定他们是否达到了目标。其次，它将“截至上周五的情况”与“截至上周五的情况”进行定量比较。“第三，我们的进度评估以截至上周五完成的工作为基础，并估计了剩余的工作。第四，行政部门收到的数据涉及状况跟踪的三个量化层面（成就水平、持续时间和预算），而不仅仅是截止日期。

Options
These project management-tracking elements set up the second half of the status report. In it, the project manager presents data about alternatives for solving the problem. Having three quantified dimensions for each assignment lets the project manager develop quantified options for executive decision-making. These alternatives might continue the status report as follows:
“We have three options for recovery. First, we can hire temporary agents to work on the backlog of tickets. This option would allow us to recapture the lost days of duration but will increase the budget by $5,000. Second,…”
Alternatives
The project manager proposes alternatives that involve trade-offs between the level of achievement, duration and budget. The executive can make a decision from the options because the project manager has seen this problem coming and has plotted corrective action. The most important feature is that all this is happening before the task is actually late.
选择
这些项目管理跟踪要素构成了状态报告的后半部分。在这份报告中，项目经理提出了关于解决问题的备选方案的数据。为每个任务提供三个量化的维度可以让项目经理为执行决策开发量化的选项。这些备选办法可将现状报告继续如下：
“我们有三种恢复方法。首先，我们可以雇用临时代理来处理积压的机票。这一备选办法将使我们能够弥补损失的会期天数，但将使预算增加5 000美元。第二，…”
替代选择
项目经理提出了涉及成就水平、工期和预算之间权衡的备选方案。执行者可以从选项中做出决定，因为项目经理已经看到了即将出现的问题，并且已经制定了纠正措施。最重要的特点是，所有这一切都发生之前，任务实际上是晚。